Community Assessment - City of Cartersville

Transcription

Community
Assessment
Volume 1:
Issues and Opportunities
Comprehensive Master Plan
2•0•3•0
City of Cartersville, Georgia
Community Assessment
Issues and Opportunities
Introduction________________________________________________ 1
Purpose of this Report _____________________________________________ 1
Components of the Comprehensive Plan_______________________________
Community Participation___________________________________________
Community Assessment ___________________________________________
Community Agenda_______________________________________________
Community Overview _____________________________________________ 3
History _________________________________________________________ 4
2
2
2
2
Strengths, Weaknesses, Threats________________________________ 7
Quality of Life Indicators __________________________________________ 7
Strengths _______________________________________________________ 8
Weaknesses _____________________________________________________ 9
Threats _________________________________________________________ 9
Land Use _________________________________________________ 10
Existing Land Use _______________________________________________ 10
Quality Growth _________________________________________________ 13
Growth Patterns _________________________________________________ 16
Downtown Revitalization _________________________________________ 17
Areas of Significant Disinvestment, Levels of Poverty or Unemployment____
The Hobby Lobby Shopping Center _________________________________
Tennessee Street Corridor _________________________________________
Upper North Towne Economic Development Area______________________
North Towne Revitalization Area ___________________________________
19
19
19
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20
Potential Growth Areas ___________________________________________
ATCO-Goodyear Mill Village______________________________________
Dellinger Property _______________________________________________
Industrial Park (north of Cartersville) ________________________________
Carter Grove Plantation ___________________________________________
411 Corridor____________________________________________________
Interchange Village ______________________________________________
22
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24
Areas Where Development Outpaces Infrastructure _____________________ 24
Land Use Compatibility___________________________________________ 25
Vol. 1—Issues and Opportunities ______________ January 2007 ___________________________________Page i
Areas of Significant Natural or Cultural Resources______________________ 25
Issues ____________________________________________________ 26
Small Town Character and Sense of Place ____________________________ 26
Growth Management and Quality Growth ____________________________ 27
Increasing Diversity______________________________________________ 28
Increase Economic Opportunities ___________________________________ 29
Housing Choice _________________________________________________ 30
Designing with the Environment ____________________________________ 31
Preserve the City’s Heritage _______________________________________ 32
Infrastructure availability__________________________________________ 32
Ensure connectivity and mobility ___________________________________ 33
Intergovernmental Coordination ____________________________________ 34
Community Quality Objectives _______________________________ 35
Potential Character Areas ___________________________________ 46
Vol. 1—Issues and Opportunities ______________ January 2007 __________________________________ Page ii
Introduction
The City of Cartersville is very proactive in planning its future. Since the completion of
the 1991 Joint Comprehensive Plan with Bartow County, the City has completed
several planning related initiatives to gauge the issues relevant and important to
residents, including: the development of new historic districts and regulations; the
initiation and creation of the Cartersville Historic Preservation Commission; an interim
update to its development regulations; a 2002 Land Use Plan Amendment to reflect
changing conditions in the Plan; a countywide strategic plan; numerous visioning
programs and two community wide citizen surveys. Areas that have been identified for
further analysis and future planning include pass-through and commuter traffic,
workforce development and employment, and community character. This proactive
stance to planning has influenced the City’s decision to maintain a cooperative
arrangement with the County while at the same time to develop a stand-alone
comprehensive plan to better address specific issues as they relate to the City.
In order to maintain their Qualified Local Government status (that is, to remain
eligible for a wide range of State grants, assistance and permitting programs), the plan
must be updated from time-to-time—in the case of Cartersville, by the end of October
2007. This current update is characterized by the State as the ‘tenth-year update,’
which, because of the significant changes that have occurred in Cartersville over the
past decade, coupled with the adoption of new planning standards by the State,
requires a complete reevaluation, reorganization and rewrite of the Plan elements.
Planning requirements for the preparation and adoption of Comprehensive Plans are
adopted by the State’s Board of Community Affairs pursuant to the Georgia Planning
Act, and administered and supplemented by the Department of Community Affairs
(DCA). The most recently applicable planning standards took effect May 1, 2005, and
establish the minimum standards that must be met for DCA approval.
Purpose of this Report
The purpose of this Community Assessment report is to present a factual and
conceptual foundation upon which the rest of the comprehensive plan is built. In
the view of the Department of Community Affairs, preparation of the Community
Assessment is largely a staff or professional function of collecting and analyzing
data and information about the community and presenting the results in a
concise, easily understood format for consideration by the public and decisionmakers involved in subsequent development of the Community Agenda (i.e., the
“Plan”). The preparation of this Community Assessment, however, has greatly
benefited from input and active participation by the Visioning Subcommittees and
from general public surveys.
This Community Assessment is comprised of two volumes:
y
This Volume 1 is focused on issues and opportunities facing the City now and
anticipated in the future that result from growth and development.
y
Volume 2 is an ‘addendum’ to the Community Assessment, containing detailed
data and analyses that relate to the issues and opportunities discussed in
Volume 1.
Vol. 1—Issues and Opportunities ______________ January 2007 __________________________________ Page 1
The following topical chapters are included in this Volume:
y
Demographics
y
Housing
y
Economic Development
y
Natural Resources
y
Historic and Cultural Resources
y
Community Facilities and Services
y
Transportation
y
Intergovernmental Coordination
Components of the Comprehensive Plan
A comprehensive plan meeting the planning requirements of the Georgia
Department of Community Affairs must include the following three components:
Community Participation
The first part of the comprehensive plan is the Community Participation Program
(CPP) that is adopted in order to take advantage of ongoing citizen participation
activities throughout the planning process. The Community Participation Program
describes the strategy for ensuring adequate public and stakeholder involvement
in the preparation of the Community Agenda portion of the plan.
This part of the comprehensive plan is an objective and professional assessment of
data and information about the City of Cartersville. This following are included in
the Community Assessment’s two volumes:
y
a list of potential issues and opportunities the City may wish to take action to
address;
y
analysis of existing development patterns, including a map of recommended
character areas for consideration in developing an overall vision for future
development;
y
evaluation of current community policies, activities, and development patterns
for consistency with DCA’s Quality Community Objectives; and
y
Analysis of data and information to check the validity of the above evaluations
and the potential issues and opportunities.
Community Agenda
The third part of the comprehensive plan is the most important, for it includes the
community’s vision for the future as well as its strategy for achieving this vision.
The Community Agenda will include three major components:
y
a list of issues and opportunities identified by the assessment and policies and
guiding principles to address these issues;
y
a vision for the future physical development of the City of Cartersville,
expressed in map form indicating unique character areas, each with its own
strategy for guiding future development patterns;
y
An implementation program to achieve the vision for the future and to address
the identified issues and opportunities.
In addition to the three components above, and in concert with preparation of the
Comprehensive Plan, the City must review and possibly amend and recertify their
previously adopted Services Delivery Strategy, and update the State-mandated
Solid Waste Management Plan.
Some goal highlights achieved since the City’s last plan update include:
y
Updated the Cartersville Future Land Use Map to ensure that changing
conditions on the fringes of the City were identified and incorporated.
y
Coordinated with representatives of the other incorporated areas in the county
and with Bartow County officials to maintain a positive relationship regarding
the Comprehensive Plan for 2007, utilities service, and other functions.
y
Pursued implementation of additional zoning districts and overlay areas that
allowed for creativity in design and use within parameters of progressive
development that contributes to the character of Cartersville.
y
Developed additional recreational properties in various parts of the community
to improve the quality of life for residents. In addition, the City fostered
positive development around the recreation facilities.
y
Expanded the recently created stormwater initiative through education and
enforcement efforts.
y
Improved the landscaping, sidewalks, and parking on the side streets running
perpendicular to Main Street.
y
Encouraged underground utilities, additional lighting,
sidewalks on State Route 61 (N. Tennessee Street.)
y
Worked with the Etowah Housing Authority as a partner for moving public
housing residents into single-family homes.
y
Worked with representatives from the public and private sectors on the
recently begun effort to revitalize the neighborhood located just north of
downtown that is home to a growing number of Hispanic families.
y
Developed an impact fee program to pay for improvements necessary for new
growth.
and
additional
The assessment provides a starting point to guide the community public
participation program and provides valuable information for the development of a
vision for City.
Community Overview
In 1850, when the town was incorporated, Cartersville had about 150 citizens;
within two years, its population exceeded 2,400. A steady increase until 1880 was
followed by sixty years of stagnation, as the population remained consistently near
5,000. From 1940 to the early 1990s, industry and tourism more than doubled the
population to 12,035. Cartersville was selected for the 1993 edition of the book
The 100 Best Small Towns in America. This recognition, coupled with the growth of
metropolitan Atlanta, probably accounts for the almost 25 percent growth to
15,925 persons by the year 2000.
Located between two metropolitan southern cities, Atlanta and Chattanooga,
Cartersville provides a quality place to live, work and do business. During the last
15 years, both the residential and commercial sectors of the local economy have
grown exponentially as Cartersville and Bartow County have become more of a
part of the metro Atlanta area. With the Kennesaw/Town Center area only twenty
minutes away and Atlanta only 45 miles from downtown Cartersville, the growth
will continue unabated in the near future. A vibrant supportive business climate
complements Cartersville’s strategic location, affordable cost to do business and
skilled workforce. Equal to the population growth of the last decade of the
twentieth century has been Carterville’s growth in size, from 23.9 to 35 square
miles.
History
Immediately after the Cherokee Removal in 1838-39, Cartersville was settled in
anticipation of the construction of the Western and Atlantic Railroad (W&A)
through the Etowah Valley. Supposedly named for Farish Carter, a wealthy
Georgia planter and entrepreneur, Cartersville was incorporated in 1850.
Migration via Alabama Road, originally an Indian trace leading west through the
Cartersville area, accounted for much of its early growth, as did the W&A, which
allowed the exportation of natural resources. An abundance of iron ore in the
region sparked an early, through short lived, iron industry pioneered by
ironmasters Jacob and Moses Stroup.
During the Civil War, on May 20, 1864, when Confederate troops under the
command of General Joseph E. Johnston occupied the depot, holding Union forces
at bay while fellow confederates escaped south across the Etowah River. The depot
fell to Union fire by nightfall, and occupation followed. After the destruction of the
original county seat of Cassville in 1864, Cartersville became the new seat of
government in 1867.
Cartersville’s economy had long relied heavily on cotton. Infestation by the boll
weevil in 1917 devastated cotton production, causing a depressed economy that,
even though supplemented with state road projects, remained weak until the
construction of Allatoona Dam, a few miles east of the City, in 1950. The
subsequent creation of Lake Allatoona and nearby Red Top Mountain State Park
further improved the economy.
By the mid-1970s, Cartersville’s agrarian economy had given way to an industrial
and mining economy, supplemented by increasing tourism. New Riverside Ochre
(ochre mining and processing), Vulcan Materials (construction aggregate mining),
and Chemical Products (barite ore processing) are the only mining industries left
that take advantage of the area’s natural resources. Cartersville is following the
national and state trend of becoming a more service-oriented economy. The sector
of the community that has been most anemic in growth during the last 15 years
has been employment in the areas of manufacturing and warehousing. Although
there have been promising ventures, such as the new Toyo Tires facility in north
Bartow County and the business park adjacent to the I-75 Cass-White Road exit,
facilities such as Glad Manufacturing, Goodyear Tire, Interface Flooring, Unilever,
United Plastics, and several smaller industries have closed in the last decade.
Several major manufacturers remain, including Shaw Industries (carpets),
Anheuser Bush (beverages), Thrall Car (rail boxcars), and Birmingham Steel.
Cartersville also serves as the corporate headquarters for Phoenix Air, an
international air charter company operating out of Cartersville Airport, and
Midway Phoenix Corporation, managers of Midway Island, a key post in the Pacific
theater of World War II and now a National Wildlife Refuge.
Cartersville is the county seat of Bartow County, and the hub for economic
development within the County. This has been primarily because of Interstate
Highway 75 and previously, U.S. Highway 41 transiting directly through or
adjacent to Cartersville. It has also been related to a long-term commitment on the
part of successive City governments to attract industrial development by
developing needed infrastructure and utilities that were designed to facilitate
industrial use.
City Limits Map
Strengths, Weaknesses, Threats
The City of Cartersville has a long history of public involvement to guide its path into
the future. Although the official Community Participation Program has not begun, it
was felt that past participation efforts provide invaluable information on issues facing
the community. Among other avenues, the City participated with the County on the
development of a strategic plan and administered the National Citizens Survey (the
NCS) in 2005. The NCS is a collaborative effort between the National Research Center,
Inc. and the International City/County Management Association. The NCS was
developed to provide local jurisdictions an accurate, affordable and easy way to assess
and interpret residential opinion about important community issues. Results offer
insight into residents’ perceptions about local government performance and as such
provide important benchmarks for jurisdictions working on performance
measurement. Specific methodology and survey validation is available in the “National
Citizens Survey, 2005, Report of Results for the City of Cartersville, Georgia.” Results
from this survey were used as the initial issue phase of this assessment to assist in
guiding data gathering and types of analysis.
Quality of Life Indicators
The National Citizen Survey contained many questions related to the life of the
residents of the community. Survey participants were asked to rate their overall
quality of life, as well as other aspects of quality of life in Cartersville. They also
evaluated characteristics of the community, and gave their perceptions of safety.
Below is the summary of major topics.
In 2005, the highest rated characteristics of Cartersville were sense of community
recreational opportunities and overall appearance of Cartersville. When asked to
rate the overall quality of life in Cartersville, 22% of respondents thought it was
“excellent.” Only 1% rated overall quality of life as “poor.” Cartersville as a place
to raise children received an average rating of 75 on a 100-point scale.
Below are selected and relevant results of the survey. Topics are compared and
rated against similar jurisdictions to show an appropriate benchmark. Rating
comparisons include above the norm, similar to the norm and below the norm.
Any topic that was reported as “below the norm” will be listed in the “issues”
section of this report for further study.
a.
Quality of Life and Community Characteristics
Cartersville as a place to live
Neighborhood as a place to live
Cartersville as a place to raise
children
Cartersville as a place to retire
The overall quality of life in
Cartersville
Sense of community
above
Similar
Above
Access to affordable quality housing
Access to affordable quality health care
Ease of car travel in Cartersville
Similar
above
above
Below
Similar
Ease of bicycle travel in Cartersville
Ease of walking in Cartersville
below
Similar
Above
Shopping opportunities
Similar
Openness and acceptance
Overall appearance of Cartersville
Opportunities to attend cultural
activities
Similar
Similar
above
Air Quality
Recreational opportunities
Job opportunities
Below
above
Similar
City Parks
Recreation programs or classes
Range/variety of recreation programs
and classes
Recreation centers/facilities
Accessibility of parks
Appearance/maintenance of parks
Public library services
Variety of library materials
Drinking water
Sewer services
Above
Similar
Above
Public Facilities and Services
Public safety
Fire protection
Street repair
similar
similar
similar
Street cleaning
Street lighting
Sidewalk maintenance
Traffic signal timing
Amount of public parking
Garbage collection
Yard waste pick-up
Storm drainage
similar
similar
similar
Below
above
Similar
Similar
Similar
b.
Similar
Above
Similar
Similar
Below
Above
Above
Quality of Planning and Code Enforcement Services
Land use, planning and zoning
Code enforcement
Animal control
I receive good value for the taxes I
pay
The City listens to its citizens
Similar
Below
Similar
Similar
Above
Public information services
Municipal courts
Public schools
Overall direction that the City is taking
Citizen involvement is welcomed
Similar
Similar
Similar
Similar
Above
Similar
Potential Problems
Survey participants were asked to rate potential future problems. The three major
problems that were identified were Drugs 54%, Traffic congestion 39%, and Too
much growth 25%.
Strengths

Cartersville is unique - industry, education, arts
Diversified employment base - different industries available, originally only two textile mills
Physical beauty (need to protect), natural resources
Excellent leadership in politics and business
Talented students
Community spirit - sense of pride
Like the way it feels and looks
New people are participating within the community
Sense of place – downtown, quaintness, small town atmosphere
Thriving downtown that is getting better
City of Cartersville School System, Technical schools/Colleges
Racial relations
Surrounded by Cartersville is County seat and a regional center
Proximity to I-75 and Atlanta, and other good areas (i.e. Adairsville)
Young and old generations want to stay generational continuity
Lake Allatoona
Water supply and good utilities

Dellinger Park, Etowah Indian Mounds and River, Historic/Natural Resources
Excellent government services
Police – feel safe here, patrols
Strong medical facilities and personnel
Weaknesses

Traffic and street conditions
Mixing industrial traffic downtown
Only 4 arteries going east and west
Difficult to widen streets
Old Alabama Road
Traffic on Tennessee and Main Streets
Putting traffic (truck) into somebody’s neighborhood
Railroad dissects the town
Must coordinate with County land use and infrastructure and with State on roads
Aging infrastructure
Need good development regulations
Specify conditions on rezoning
Use design standards
City not actively expanding utilities
City lacks Single family detached zoned land
City does not annex Single family areas
Too much rental property
School system is being affected – transient rate = 35% due to renter occupied
City limits boundary is confusing – Service delivery is difficult
Need white collar jobs, Research & Development, Headquarters
Far away from international airport
Threats

Higher taxes – schools growing
Deregulation of utilities
Decreasing utility revenue
Too much apartment growth
Annexing areas that are served by non-City utilities
High home prices / lack of starter homes
How do we get the market to provide housing for the low and moderate incomes?
Pollution
Waste management
Georgia Power (pollution)
Loss of trees due to development
Loss of natural resources
Inability to grow/annex due to County preventing
Atlanta (being a bedroom community to)
Land Use
The City sees itself as a series of integrated villages where live, work and recreational
land uses are seamless and accessible. The City promotes a mix of uses and
infrastructure that highly integrated with land use goals and policies. The City
encourages greater use of alternative modes of transportation, interconnectivity within
and outside of individual projects, intends to offer greater housing options, aims to
reduce vehicle trips, and provide an exciting and cultural community. The land use
vision of the City includes:
y
Integrated land uses that help direct market forces;
y
Increased concentration and integration of various housing types
accommodate diverse life cycle and life styles in appropriate locations;
y
Higher densities in appropriate locations;
y
Protected and enhanced a sense of history and heritage;
y
Build on its historic downtown as a major strength to bind the community
together;
y
Accessibility for retail services in linked locations that offer local and regional
economic development opportunities;
y
Employment opportunities within its industrial parks;
y
A diversity of economic development opportunities;
y
Preserved and enhance open space and trail connectivity as a total
development vision;
y
Compatibility between historic resources and new development, emphasizing
Cartersville’s past as a roadmap to the future;
y
Efficient public services that concentrate resources on focal points and
communities, and that is linked directly to growth; and
y
Increase reliance on urban design and land use compatibility.
to
The City of Cartersville is continuing to develop and define itself as population,
demographic and land use changes occur. Today, Cartersville continues to evolve
away from manufacturing roots and towards adaptive reuse of industrial sites, a
service and professional economic base, and residential infill development.
Underdeveloped properties are going through a transition that includes the mixing
of uses and a priority on human linkages.
Existing Land Use
The following land use categories were used during the last Plan update for the
existing land use map:
single, duplex, and multi-family dwelling units, manufactured
y
Residential:
housing.
y
Commercial: retail sales, office, and service facilities.
Vol. 1—Issues and Opportunities ______________ January 2007 _________________________________ Page 10
y
Industrial: manufacturing, processing plants, factories, warehousing, or
other similar uses.
y
Public/Institutional: includes a local government's community facilities,
general government, and institutional land uses. Examples of land uses in this
category include schools, general government administrative facilities (e.g.,
city hall, county courthouse, etc.), landfills, health facilities, churches,
cemeteries, libraries, police and fire stations, and similar uses.
y
Transportation/Communication/Utilities: includes such uses as power
generation plants, sewage and water treatment facilities, railroad facilities,
radio towers, public transit stations, telephone switching stations, airports,
port facilities, or similar uses.
y
Parks/Recreation/Conservation: park or recreation use or are designated
as open space.
y
Agricultural/Forestry: active crop production, agribusiness, and/or forests
used for harvesting. Agricultural and forestry is not currently a land use
within the corporate limits of Cartersville and is not depicted on the land use
map.
y
Undeveloped: applies to land that has never been developed for a specific use
and is used as general pastureland, forestland, or land that was developed for
a particular use but has been abandoned by the property owner.
Existing Land Use
Table 9.1
Land Uses - 2003 to 2005
City of Cartersville
2003
2004
Annual Annexations Acres
25.56
1860.66
Land Uses, Acres
Residential
6,586
6,784
Residential/Mixed use
642
740
Commercial
840
871
Comercial Mixed use
163
170
Public/Semi Private
555
571
Industrial
1,636
1,683
Ag/Forest/Mining
345
369
Park & Open Space
937
963
Vacant/Undeveloped
6,077
5,795
Total
17,807
19,807
Land Use, Percentage
Residential
37.0%
37.8%
Residential/Mixed use
3.6%
4.1%
Commercial
4.7%
4.9%
Comercial Mixed use
0.9%
0.9%
Public/Semi Private
3.1%
3.2%
Industrial
9.2%
9.4%
Ag/Forest/Mining
1.9%
2.1%
Park & Open Space
5.3%
5.4%
Vacant/Undeveloped
34.1%
32.3%
Estimated Square Feet of Developed Property
Residential
7,259,198
7,556,673
Commercial
12,120,175
12,571,581
Public/Semi Private
10,154,870
10,154,870
Industrial
9,403
9,670
Total
29,543,645
30,292,765
Source: City of Cartersville Planning Department, 2006
2005
1261
6,987
854
904
176
587
1,731
423
1,019
5,486
19,428
38.6%
4.7%
5.0%
1.0%
3.2%
9.6%
2.2%
5.5%
30.3%
7,875,322
13,039,803
10,154,870
9,946
31,079,942
Table 9.1 identifies the breakdown of the types of land uses within the City,
annual annexation acreages, the percentage of each land use and the estimated
square feet of developed property.
Quality Growth
The City of Cartersville has used mixed use, overlay and historic district and other
progressive land development methods over the last five years. These ordinances
are in place and allow innovative development “by-right” so that developers do not
have to go through a long variance process.
During the 2000 Strategic Plan, the City stated that, “Cartersville will develop
land-use polices that combine beauty and functionality that enhance and protect
the historic and natural areas.” To achieve this goal, the City has been protecting
its unique way of life by encouraging developers, citizens and business owners to
work together to protect the community through prudent ordinances and policies.
The City is also encouraging development that creates an expectation of
excellence. Impact fees are also being developed to develop necessary
infrastructure in the most efficient and fair way as possible.
Two major planned developments in Cartersville, the recently completed Grove
Park and Carter Grove Plantation, have numerous agreements regarding
infrastructure, community improvements, amenities, and density to create quality
development within the City. In the Carter Grove Plantation, a new intermediate
school will be built to house fourth and fifth graders, a new public safety complex
will also be constructed on site and an 8-mile trail system will be installed to
increase internal and external connectivity.
Although Cartersville’s residential development is primarily single-family
residential, there is a trend towards encouraging a mixing of housing units and
types and including mixed use within residential developments. The trend toward
varied types of uses and densities for quality growth developments is exemplified
in the new multi-story downtown lofts infill building that will include
condominiums, retail space, and office suites. The structure, which has an allbrick finish and is built in a style similar to other downtown buildings, is well
incorporated into the surrounding area.
During 1995, sign and landscape ordinances were adopted to foster quality growth
in Cartersville. During the subsequent decade, these standards have been
effectively used to improve the look of commercial and industrial projects,
especially those that have occurred on high-visibility thoroughfares. The
ordinances have also been updated during the last few years to improve further
the quality of developments in this fast-growing city. The City’s other development
ordinances will be reviewed against the community vision as part of the Agenda
section of the Comprehensive Plan update.
A major goal of the community is the use of existing infrastructure and to
minimize the conversion of undeveloped land along the urban periphery by
encouraging development or redevelopment of sites closer to the downtown or
traditional urban core. The City has also identified redevelopment sites and
brownfield sites for redevelopment. As the growth in Cartersville becomes more
diverse in density, mix and types of uses, local leaders are working to maintain the
quality of life and sense of place in Cartersville.
Gateways & Corridors
Growth Patterns
The current development patterns of Cartersville are a result of historic events,
natural features, and location of the rail line and highway system. Cartersville was
severely damaged in the Civil War, but was rebuilt. It became the County seat and
served as the economic center for the area with rail service directly serving
Alabama, Tennessee, and Atlanta. Topography forced development to occur
between the steeply sloped ridges in the area. Residential areas originally
developed to the south and west of the active downtown area.
Natural features continue to shape development today. Development is
constrained by the steeply sloped areas and floodplains. Relatively flat lands to the
north, used for industry, have been annexed into the City. Areas to the northwest
have developed significant residential densities, but have not been annexed. Land
development to the west used for residential construction has passed by the
floodplain areas.
The annexation process also shapes the City limits. Newly incorporated areas have
given Cartersville an irregular shape, with many holes of unincorporated land. The
City limits reach out in some areas making it difficult to provide services or even
distinguish lands within the County or City jurisdiction. This pattern is a result of
some residents not wishing to be incorporated into the City and industrial or
commercial interests wishing to obtain utility service.
Between 2000 and 2005, 1,069 housing units were built. The majority of units
were single-family residential. The new housing communities include:
y
The Villas at Pine Grove subdivision—53 units
y
Wingfoot Park subdivision (phase I) Sugar Valley Road—100 units
y
Waterford subdivision addition—93 units
y
Lenox Park townhouses—61 units
y
Grove Park subdivision—103 units
y
Collins Place townhouses—7 units
y
The Plantation (Mission Road) subdivision—165 units
y
Carter Grove Plantation subdivision—3000 – 3350 units (max 300 per year)
y
Wingfoot Park subdivision (phase 2) Sugar Valley Road—99 units
y
Mayflower subdivision extension—5 units
y
Cook Street Commons @ Lenox Park subdivision—7 units
y
Autumn Canyon at the Overlook—79 units
y
Center Road subdivision—290 units
y
Bear Woods subdivision—315 units
The following four projects constitute the 175 multi-family units that have been
permitted.
y
Main Street Lofts—15 units
y
East Felton Road Senior Apartments (Etowah Valley Housing Authority)—14
units (approved for 34)
y
Mockingbird Heights—24 units
y
Opal Street—122 units
An additional 983 single-family units and 50 multifamily units are currently in the
zoning process, awaiting approval. These include:
y
Mission Estates—78 units
y
Wingford Park subdivision—61 units
y
Dellinger Property—844 units
y
Madison Square Apartments—50 units
How future growth occurs is important to the viability of the downtown area and
to the city as a whole. If not properly planned, the commercial center can be
pulled away from the center of Cartersville. The main gateways to downtown
Cartersville are shown on the map. These gateways should emphasize
Cartersville’s unique character and help direct travelers towards the City center.
Downtown Revitalization
In March of 1982, a Downtown Development Authority (DDA) was created to
initiate renovation, restructuring and revitalization of the central business district.
Street front facades were renovated, sidewalks were refurbished, parking areas
(away from the main traffic flow) were created, and older buildings were renovated
for new uses (a Georgia History Center, a Science/Teacher Resource Center, a
Community Arts Museum and two theaters for community acting groups). The Old
Train Depot has been renovated for use as the Welcome Center and office space
for the DDA. A Marketing Plan for downtown Cartersville was developed in March
1992 through the Small Business Administration’s Small Business Institute
Program. Many of the recommendations from that study have been implemented
during the last decade. A visioning session open to the public and interested
community leaders is held annually with facilitators from the Office of Downtown
Development of the Georgia Department of Community Affairs.
Downtown Cartersville utilizes the Main Street approach to downtown
revitalization. The Main Street Program’s success is based on a comprehensive
strategy of work, tailored to local needs and opportunities, in four broad areas,
called the Main Street Four Point Approach:
y
Design: Enhance the physical appearance of the commercial district by
rehabilitating historic buildings, encouraging supportive new construction,
developing sensitive design management systems and long-term planning.
y
Organization: Building consensus and cooperation among the many groups
and individuals who have a role in the revitalization process.
y
Promotion:
Marketing the traditional commercial district’s assets to
customers, potential investors, new businesses, local citizens and visitors.
y
Economic Restructuring: Strengthening the district’s existing economic base
while finding ways to expand it to meet new opportunities and challenges from
outlying development.
Recommendations and the results of those recommendations are listed, as follows:
Establish an Architectural Design and Review Board: The Cartersville Historic
Preservation Commission was established in 2000, and the Historic Downtown
Business and the Olde Town Historic Residential Districts were established in
2004 with guidelines for historic preservation.
Establish an educational program for downtown merchants: The Chamber of
Commerce offers an annual schedule of “brown bag lunches” featuring topics
pertinent to small business owners. The Main Street Coalition, a nonprofit
membership organization of the Cartersville Downtown Development Authority,
offers monthly “First Thursday Merchant Coffees” for downtown merchants.
Creation of a Church Street dining complex: Property owners renovated
buildings under the Church Street Bridge to house shops and restaurants. A
$250,000 Community Development Block Grant for slum and blight elimination
was completed to improve the rear of the buildings and make improvements.
Improve traffic flow through downtown: Construction of the South Bridge has
relieved truck traffic downtown. The Design Committee of DDA is currently
developing recommendations to educate heavy trucks and concrete trucks to
select alternate routes.
Increase retail shops and
retail establishments, 11
comparison, the downtown
number of active businesses
restaurants downtown: As of 2005, there were 46
restaurants and 158 downtown businesses. In
hosted only two restaurants and a much smaller
in 1992.
Reduce the number of empty storefronts: In the downtown district, dozens of
storefronts have been redone in the past 10 years. The downtown currently
maintains an occupancy rate of 92 percent.
Improve upon the tourist population: The opening of the Booth Western Art
Museum in August 2003 resulted in an influx of 18,000 visitors in the first fivemonth period. The first “Downtown Shop and Dine Brochure” was published in
2003 and 35,000 copies were distributed.
Improve the appearance of downtown: Dozens of downtown buildings have been
renovated in the past decade. A Business Improvement District (B.I.D.) was passed
with monies from the increased tax milage earmarked for façade and sign grants
to merchants, and downtown design improvements.
Address apathy of absent landlords in restoring deteriorating buildings: Local
property owner Ron Goss Jr. has renovated a previously deteriorated block of
Main Street, with four Square Ventures renovating the Stein Building into a
restaurant.
Promote Cartersville as a historical, cultural, & environmental community:
1) Historical: Establishment of the Historic Preservation Commission and research
into the founding of each downtown business has created an awareness of the
history of downtown properties. 2) Cultural: Establishment of a countywide
Cultural Arts Alliance occurred in 2002. The Alliance promotes arts, history, and
museums in Bartow County. 3) Environmental: A major national fishing
tournament was held at Lake Allatoona with support of the Chamber of
Commerce, Convention and Visitors' Bureau and other entities as a way to attract
tourists to the lake.
Areas of Significant Disinvestment, Levels of Poverty or Unemployment
During the Strategic Plan for Barrow County, the City identified a goal to
“encourage use and restoration of existing commercial and residential properties
to preserve Cartersville’s appearance, improve blighted areas, and better use
valuable properties.” In order to achieve these goals, the City has worked closely
with business owners and operators to educate them on the benefits of the
restoration and revitalization of Cartersville. Historic districts and ordinance have
been adopted as a tool for revitalization and funding sources.
Particular areas of concern include the following:
The Hobby Lobby Shopping Center
This shopping center on South Tennessee Street/US 41 is showing signs of decline
and abandonment.
Tennessee Street Corridor
Tennessee Street Garden District has been studied as a redevelopment area. An
overlay district is proposed to stimulate development and to increase overall
connectivity to improve traffic flow, to create a uniform aesthetically pleasing
appearance, and to provide social interactions and connections to downtown. A
DCA Resource Team came to study this area earlier this year and have
recommended design guidelines to encourage redevelopment. In conjunction with
the Comprehensive Plan Update, the City will undergo an ordinance rewrite to
reflect quality growth standards in areas such as signs, landscaping and
architectural design.
Upper North Towne Economic Development Area
In 2000, the City of Cartersville applied for a CDBG Grant from the Georgia
Department of Community Affairs for the “Economic Development/Alleviation of
“Spot” Slum and Blight Conditions.” The focus area was a portion of the North
Towne Revitalization area, on the north side of Church Street.
The commercial/business area has been in existence since 1890. The
neighborhood was originally constructed as a central focus for the City. The
original county courthouse was adjacent to this area. Prior to the construction of
the bridge, which currently passes above much of the subject infrastructure, the
central focus of the community had moved away from the area, to the west and
south. Housing in the area is primarily occupied by low/moderate income and
minority residents. Small single-family detached wooden homes in the area have
been allowed to deteriorate and, in many cases, have been converted into duplexes
or triplexes. A major problem with the commercial structures was the rear facades
of the buildings.
North Towne Revitalization Area
In 2004, the North Towne Revitalization Task Force was formed to encourage the
participation of homeowners. The City of Cartersville’s Planning and Development
Department, in conjunction with the State’s Department of Community Affairs,
has formed the North Towne Revitalization Task Force, comprised of 25 members.
The team is comprised of individuals from several organizations within the
community; including non-profit organizations, developers, government
departments and officials, bankers, mortgage companies, federal and state
agencies, churches and other agencies, along with private funding sources.
North Towne is connected to the downtown and is a visible area that people see
every day. In addition, the City has received comments from long-term residents to
preserve and enhance this neighborhood. The Task Force was formed to improve
neighborhood safety and identify areas in need of attention.
Potential benefits of this Task Force include increasing property values; improving
appearance; decreasing crime; improving residents’ awareness of police services;
increasing communication with neighbors; and highlighting awareness of potential
grant funds from state or federal governments that are available for home
improvements. The long-range revitalization plan will include:
y
Neighborhood Vision
y
Neighborhood Character
y
Objectives
y
Neighborhood Plan Elements:

The North Towne Traditional Neighborhood District/Overlay Zone;

Removal of substandard structures;

Code enforcement;

Community Development Corporation - 501c3;

Streetscape enhancements;

Park and recreation enhancements;

Gateways; and

Housing mix.
The first steps in this process were to create the North Towne Neighborhood
profile, and hold neighborhood meetings. The Neighborhood Profile included the
development of a historic overview, demographics, zoning, land use, housing, and
conditions, identification of neighborhood institutions, identification of historic
structures and an assessment of infrastructure.
The predominant type of housing unit is single-family dwellings, representing
66.8% of total housing units, followed by duplexes at 16%, and multifamily at
8.4%. Garage or accessory apartments were the smallest unit type representing
just .5% of the total units in the area. A designation included in the housing
assessment, although not a dwelling unit is the designation of parking/vacant lot.
This is a significant indicator for disinvestment and for potential infill
redevelopment opportunities. There were 30 parking/vacant lots surveyed which
account for 8.2% of the
total unit breakdown.
Table 9.3
The second part of the
Housing
Tenure
- 1990 and 2000
housing analysis was
City of Cartersviile and State of Georgia
to identify ownership
statistics and current
State 2000
Ownership/Rental
1990
2000
Owner Occupied
57%
60%
67.50%
condition of dwelling
Renter Occupied
34%
40%
32.50%
units. Ownership and
Source: U.S. Census 2000
rental statistics were
identified in 1990 and
2000, and compared to
statistics for 2000 in the State of Georgia. These statistics were taken from Census
data, and unfortunately, the 1990 statistics do not add up to 100% of all dwelling
units, most likely as a result of the baseline universe, where vacant properties are
included in the total as compared to only “occupied” units being used as the
baseline
in
2000.
Therefore, although it
Table 9.4
appears
that
both
Type of Unit - 2000
ownership and renterNorth Towne Revitalization Area
occupied dwelling units
increased, we cannot
Current Condition
clearly tell what might be
Type of Unit
Substandard
Standard
Deteriorating
Duplex
46
11
2
the
cause
of
this
Garage Apartment
2
0
0
increase. What we can
Multi-Family
30
1
1
surmise from this data is
Single Family
197
48
3
that
owner-occupied
Total
275
60
6
Percent of Total
81.36%
17.75%
1.78%
units still constitute the
Source: North Towne Neighborhood Profile, 2004
majority of units within
the study area. However,
when we compare these
State of Georgia stats we
clearly see that ownership levels in
this area are below those of the State.
The last piece of statistical data that
Table 9.5
was collected was to categorize the
Current Condition by Ownership - 2000
quality
of
units,
using
the
North Towne Revitalization Area
classifications
of
standard
or
Type of Unit
Standard
Deteriorating
deteriorating by ownership as the
Duplex
1
0
measure. Clearly, the majority of
Garage Apartment
0
0
owner occupied units are considered
Multi-Family
0
0
standard,
with
only
a
small
Single Family
104
15
Total
105
15
percentage,
4.44%
considered
Percent of Total
31.07%
4.44%
deteriorating. Of the breakdown in
Source: North Towne Neighborhood Profile, 2004
owner occupied units considered
deteriorating,
the
15
properties
identified were single-family housing.
Overall, The North Towne housing assessment showed that the community
contains a good mix of unit types, has a higher percentage of rental occupied units
than typically found statewide, and although the majority of housing units are
considered “standard,” 17.75 % of the units, (60) are considered to be in a
deteriorating state. Of the total deteriorating units, all but one duplex unit are
single-family units.
The purpose of the neighborhood meetings was to inform residents in the area
about the efforts, get feedback as to what is important to them, and to encourage
participation.
This initial analysis provided the base upon with the North Towne Revitalization
Task force would develop a long-range revitalization plan that includes the
following elements:
y
North Towne Neighborhood Guidelines;
y
Introduction;
y
General Guidelines: Code Enforcement/Maintenance issues
y
Streetscape guidelines: Commercial and Residential
y
Village Guidelines: General, Commercial, Residential
y
Commercial Mixed-use Guidelines
y
Residential Guidelines
y
Guidelines Administration
y
Probable Cost Estimate for Implementation
Potential Growth Areas
Potential growth areas include infill opportunities, opportunities for mixed use,
and redevelopment areas for commercial, residential, and large vacant parcels that
are prime development areas. Overall, it is expected that the City will see major
growth south of Old Alabama Road due to the availability of several large
undeveloped land holdings and water and sewer connections.
ATCO-Goodyear Mill Village
In 1903, the American Textile Company (ATCO) purchased 600 acres to construct
a plant to manufacture cotton “drill” cloth. To support the workers of this mill an
adjacent mill village was developed that contained about a hundred neat wooden
homes, a community church, a multipurpose building that was used as a general
meeting facility, parks, ball fields, a swimming pool and a school for the village’s
children. This community was located outside of Cartersville and was known as
the community of ATCO. In 1928, the Goodyear Tire and Rubber Company
purchased the original mill. Goodyear still owns this facility, although production
has ceased. The future of the plant is uncertain. Much of the original village still
stands. The plant looks just like a hundred year old industrial plant should look
and the narrow tree lined streets contain most of the original worker homes.
Recently this historical area has been discovered and has seen rebirth as an
attractive residential opportunity as younger couples have been buying the
existing mill housing and fixing them up. The City is encouraging a renaissance of
this area through adaptive reuse of the original mill for a mixed-use community
focus.
Dellinger Property
The Dellinger Property is a 600-acre parcel, currently under single entity control.
This development is located east of I-75, on the Southside of Old Alabama Road
between Douthit Ferry Road and SR 61. A mixed-use development was proposed
on the property that contained 644 single-family homes, 100 townhouses, 100
senior adult attached housing units, and 16 acres of community amenities and
recreational fields. In addition, the development was to contain approximately
250,000 square feet of retail space, 80,000 square feet of office space, and
170,000 square feet of business park space.
Although this project has fallen through, the City will pursue and plan for this
type of project on the property. The City has a traffic study to show impact, and
will plan future infrastructure needs based on this proposals impact.
Industrial Park (north of Cartersville)
The Bartow-Cartersville Joint Development Authority (JDA) is developing an
approximately 845 acre master planned corporate park for industrial development.
The industrial park is located north of the City off the exit 296 interchange of
Interstate 75. Access will be from Cass-White Road, as well as from Cass-Pine Log
Road. More than 500 acres of the development is within the City’s jurisdiction.
The development is intended to be for light manufacturing to help replace the
almost 3,000 manufacturing jobs lost in recent years. The project has been
initially financed by community issued bonds for the purchase of the property and
utility expansion to the site. Bonds will be repaid via property sales and related
revenues.
Carter Grove Plantation
The development that will most affect the Cartersville area in the immediate future
and the next decade is Carter Grove Plantation. This master-planned community,
located south of the Etowah River near the Paulding County line, is proposed to
add up to 3,300 houses to the City of Cartersville. As an integrated village, this
project will include a residential component, public facilities, commercial, and
greenspace. Commercial uses will be constructed within easy walking distance of
the residences and will be connected with sidewalks and a trail system to
encourage walking and bicycling as an alternative to driving. A new intermediate
school for grades 4 and 5 will be built in this community to serve the increased
demands on the City school system. In addition, a public safety facility will be
constructed to serve this area of the city. Commercial tracts have also been
designated as part of this planned development. A little over 29% of the
development will be set-aside for greenspace. This greenspace set-aside will be
designed for both private and public use. Approximately 699.1 acres will be
contained within the residential pods and approximately 296 acres will be
developed as trails for residents and the public. The trails will consist of
approximately 8.5 miles of unpaved walking trails and 6.77 miles of ten-foot wide
sidewalk along boulevard areas. The City may connect the trails to the existing city
park north of the Etowah River.
This project has been designed after extensive input from the City. A Development
Agreement has been drawn up that outlines specific traffic system improvements;
restricting the use of Bates Road as an access point to reduce the overall impact
on existing residential development; environmental protection measures including
minimizing project impacts on Cherokee darters; establishment and maintenance
of a larger buffer along all flowing water inside the project; wetlands mitigation;
requirement to conduct a Phase I Environmental Assessment; and soil and erosion
control measures.
The infrastructure, public safety, schools, and other aspects of the community will
be dramatically changed because of this new community within Cartersville.
411 Corridor
Although this area is not currently within the City limits, there is a large 1,500
acre undeveloped tract of land held in single ownership in the vicinity of the
proposed 411 corridor. It is expected that once this major transportation corridor
is established, there will be pressure and opportunity to develop this parcel.
Interchange Village
The interstate 75 exit for US 411, known as the Interchange Village area, serves as
the northern gateway entrance into Cartersville for motorists traveling from
Chattanooga and other areas to the north of the city. Mixtures of general
commercial properties surround this area, including hotels and gas stations.
Recent additions include a large Harley Davidson dealership, a John Deere
lawnmower and tractor distributor, and a 47-unit senior condominium community
currently under construction. The driving force for growth in this area is the
expansion of the Weinman Mineral Museum, a 10,000 square foot local attraction.
Expansion Plans will reconstruct this museum into a 100,000+ square foot Tellus
Science Museum. The new facility will include a planetarium as well as science
related exhibits on various subjects such as dinosaurs, astronomy and a
continued focus on the historic mining and mineral industry in Cartersville and
Bartow County. Future development is expected to more closely tie this area with
Cartersville, especially new growth related to the proposed US 411 Connector that
will link US 41 and I-75
Areas Where Development Outpaces Infrastructure
The City of Cartersville is very proactive in the coordination of public facilities and
future development. In anticipation of the Carter Grove development for instance,
a public safety facility, recreation area, connecting trails and two schools will be
built to satisfy the impact of this development. Although construction of these
facilities will commence as needed, the land and funds are currently set aside.
Bartow County water improvements for the west side of the County are planned
for full implementation by January 2007. These should resolve water issues
previously experienced in the West End Mission street area.
Land Use Compatibility
Several areas within the City are going through land use transition due to
commercial encroachment and transportation changes. Conversions of singlefamily dwellings are occurring along Tennessee Street, within the North Towne
revitalization area, and will potentially occur along the 411 Corridor after this
transportation facility is built. Transitional areas are identified on the Character
Area Map to ensure a smooth movement from one land use to another.
Areas of Significant Natural or Cultural Resources
A portion of the Etowah Valley Historic District is within the City of Cartersville. In
order to protect this area, Barrow County has adopted the Etowah Valley Historic
District as a special district. The purpose and intent of this special district is to
provide for the identification and protection of historical and cultural artifacts and
sacred locations of the Muscogee (Creek) Nation and the Eastern Band of
Cherokee Nation, which are two Native American nations that are historically
connected to the Etowah River Valley.
Bartow County has included specific requirements within this District for any
property applying for rezoning or a Land use Map Amendment. Several steps must
be followed to ensure the integrity of the District. Since the City of Cartersville
administers its own zoning, these steps do not apply to property located within the
City. However, the City does coordinate and cooperate with the County on any
parcel within the District by requiring several steps to be completed when a water
permit is requested. Following are the requirements:
y
Prior to filing, an application and applicant must send notice to the Native
American Nations along with a copy of any proposed application.
y
Other than the development of a single family dwelling on a single lot, all
applicants must commission an archaeological survey. A copy of the
completed survey must be sent to the Native American Nations for comments.
If the Nations desire to dispute the recommendations of the applicant’s
archaeological survey, they may submit their own survey.
y
If any archaeological survey reveals any significant sites, historic sites, or
artifacts, or prehistoric sites or artifacts, the archaeologist preparing the
survey shall make a recommendation as to what action should be taken on
the site.
y
In the event that there is a dispute between the applicant’s archaeologist and
the Nations’ archaeologist, both surveys will be submitted to the Georgia
Department of Natural Resources Historic Preservation Division.
Other areas that need protection are streams and rivers, wetlands, flood plains,
steep slopes, water supply watersheds, groundwater recharge areas, conservation
areas, and census blocks containing known archeological sites. These sensitive
resources are addressed more fully in the Natural Resources section of this report.
Issues
With changing patterns of land use and the demographic composition of the
community, the City faces challenges and opportunities to position its self to take
advantage of these changes and determine its path. It is essential that the qualities
that form the sense of place of current day Cartersville be protected and enhanced in
the future. Enhancing the community and small town feel of the City forms the
backbone of the City’s planning efforts.
A number of critical issues relating to development and land use patterns were
identified during the assessment phase. The following issues surfaced as a repetitive
theme
Small Town Character and Sense of Place
The term “community” is not always tangible or always apparent. This term refers
to the “features” of social organizations, such as networks, norms, values and
trust that facilitates coordination and cooperation for mutual benefit.” Sense of
place is another term for community. Land use patterns, infrastructure and
service investment, as do institutions such as churches, social clubs and heritage
all contribute to this sense of place and the sustainability of the community. A
sense of timelessness, a connection to heritage and organic roots, and most of all
the people all contribute to Cartersville’s sense of place. It is common to know
your neighbors, to walk down the street and bump into someone you know, and to
address your elected officials by first name. Rural character is also a key strength
of the City. It is still possible to drive through the City and see farmland and
livestock. The natural beauty and mountainous topography also add to the rural
feel of the community. As the City embarks on this Comprehensive Plan, this
sense of place forms the base of any Vision for the future. This Vision can be
supported with a foundation of high quality development that protects the
openness and cohesiveness of the community. Existing Community character
should be identified, protected, and enhanced.
y
Preserve the downtown atmosphere, Cartersville’s high tradition, the history,
heritage and small town community feel;
y
Hold onto the small-town feel as the population doubles;
y
Don’t lose site of locals
y
Address the growing crime problem;
y
There is a need to protect, enhance and rehabilitate
neighborhoods from negative growth impacts and blight;
y
The City needs to create more active and interactive public intersections;
y
Dispersed nonresidential development may take away the importance of the
downtown as the City’s core.
established
Growth Management and Quality Growth
During the planning horizon, the City will double its population, and substantially
increase its employment. Accommodating and managing this growth is important
for the City. The City is establishing a vision for where and how growth should
occur, and developing a plan to assure that roadways and other public
infrastructure, such as schools and public services should be adequate to
accommodate the additional growth. A common theme is that the City should
control growth and not allow growth to control the City.
The Cartersville City Council supports and actively pursues growth in the area.
Cartersville supports growth and believes it is predominantly beneficial if it:
y
Occurs at a reasonable rate;
y
Does not generate demands for services in excess available to residents; and
y
Does not significantly increase the costs borne by existing residents.
Cartersville believes that smart growth simply means good planning. By being
prepared for growth, Cartersville will be positioned to continue to provide excellent
services.
y
Seek to balance growth: residential, industrial and commercial;
y
There is a lack of mixed uses and the inclusion of commercial in residential
developments;
y
The City needs to be proactive in projecting growth and developing the land
use patterns that support desired growth;
y
The City needs to monitor the quality of development that the City’s vision is
trying to achieve;
y
There is a lack of overall design guidelines and guiding principles to guide new
development to achieve the City’s vision for residential and nonresidential
developments;
y
There is a need for quality incentives to achieve the City’s goals;
y
All new communities should be sustainable in a village like setting.
y
Overhead utilities create sight clutter and should be reduced.
y
The current Sign Ordinance does not sufficiently provide standards to reduce
visual impact of sign clutter, to create continuity in design throughout
neighborhoods and to continue to foster the historical character and sense of
place in the City
y
The community needs to determine what the appropriate target land uses are
and capitalize on those opportunities.
y
Potential growth areas include infill opportunities, opportunities for mixed
use, and redevelopment areas for commercial, residential, and large vacant
parcels that are prime development areas. Overall, it is expected that the City
will see major growth south of Old Alabama Road due to the availability of
several large undeveloped land holdings and water and sewer connections.
y
Annexation patterns are irregular and lead to confusion over service
provisions.
y
There are areas in the City that have developed as continuous strip
commercial corridors.
Increasing Diversity
As the City’s age and demographics continue to diversify, special planning
attention should be aimed towards community facility improvements, “live, work,
play” environments, linkages and housing to meet the needs of a wide range of
incomes, ages and lifestyles.
y
Cartersville is experiencing a growing and Diverse Population
y
Cartersville should strive for inclusively with regard to age, lifestyle and
lifecycle
y
Population is anticipated to double by 2030. The number of dwelling units
will more than double.
y
The number and types of households that are attracted to the City will likely
continue to change based on the types of development and potentially types of
jobs.
y
Cartersville sees itself as lifetime home for its population—birth to death and
everything in between. To continue this vision, services, housing, economic
development and infrastructure must provide for this diversity.
y
It is anticipated that the community will attract a large number of younger
couples. This segment of the population requires attention to infrastructure
and services in education, job training, and entry level housing as school age
residents enter the work force.
y
By 2030, the mid-life range of 25 to 54 years old portion of the community is
still anticipated to be the primary aged segment of the population, although it
has decreased from 60% to 54%. The City will also continue to gear
infrastructure and services to the segment, such as cultural and
entertainment programming and single-family houses. Developing a wide
range of economic development opportunities is also important to this segment
of the population.
y
The senior population will remain stable over the planning horizon. Existing
households are aging in place. This growth is influenced by a nationwide
macro trend of aging baby boomers. Facilities, services and housing should be
sufficient to meet this demand. Alternative housing products include lower
maintenance housing, assisted living, and aging in place services to retrofit
existing housing. Senior services and faculties should also be provided such
as alternative modes of transportation, walkable communities, and health
services.
y
The Hispanic population is rapidly increasing. Programs and services need to
be developed to address this population’s needs in concert with the particular
needs of all minorities in the city.
y
Although incomes are steadily rising, Cartersville’s income distribution shows
a continued need for a diversity of housing and programs to serve its diverse
income characteristics.
y
There are multiple opportunities for stable employment for “workforce” level
individuals, and these opportunities are likely to expand in the next ten years.
Given this as a premise, these individuals will need housing that meets their
income parameters.
y
Many elderly residents have trouble aging in place. 92% of seniors reported a
disability. This may be a simple as design modification, or the provision of
other types of housing products, such as group homes and assisted living
facilities.
y
A niche that is not being addressed is the “active adult” community, typically
patio homes, attached ranch units (such as a fourplex) or small lot/0 lot line
type detached units, where the basic home and landscape maintenance is
handled by an association, and special community activities and social events
are promoted.
y
There is a lack of long-term and inpatient treatment centers for special needs
persons facing mental retardation, drug addiction or mental illness.
y
There is a lack of transitional housing for the homeless.
y
School curriculums should be developed that address the increasing Hispanic
populations.
y
Recreation program
participation.
should
be
developed
that
encourage
Hispanic
Increase Economic Opportunities
Located between, two metropolitan southern cities, Atlanta and Chattanooga,
Cartersville provide a quality place to live, work and do business. During the last
15 years, both the residential and commercial sectors of the local economy have
grown exponentially as Cartersville and Bartow County have become more of a
part of the metro Atlanta area. With the Kennesaw/Town Center area only twenty
minutes away and Atlanta only 45 miles from downtown Cartersville, the growth
will continue unabated in the foreseeable future. A vibrant supportive business
climate complements Cartersville’s strategic location, affordable cost to do
business and skilled workforce. Nationally, there are major shifts in the economy
and real estate market from manufacturing towards a “knowledge”/service
economy. However, the City of Cartersville is also unique in that the
Manufacturing sector is anticipated to remain the second largest employment
sector within the City.
y
In order to create a stable funding source, the city should strive for a diverse
economic balance;
y
Cartersville continues to evolve away from industrial development, and
towards adaptive reuse of industrial sites and residential infill development.
Underdeveloped properties are going through a transition that includes the
mixing of uses and a priority on human linkages.
y
Consider targeting types of industry: higher paying,
medical field, insurance
cleaner, high tech,
y
The nationally emerging shift in industry from a more blue collar workforce
type to more highly skilled and education dependent industries indicates that
the City has been attracting such types of households with its expanding
move-up and executive level housing.
y
In 2000, 50% of Cartersville commuters work outside of Bartow County. This
statistic alerts us to the possibility of a population, education, skill, job
availability mismatch.
y
Neighborhood-based employment is necessary in order
coordination between housing, transportation, and employment.
y
The Board of Education should continue to strive to decrease high school drop
out rates and promote secondary education. An educated population will
move the city towards its economic development goals.
y
A Neighborhood Business Ownership program should be developed to
encourage entrepreneurship among neighborhood residents in order to
increase productivity of community members, reduce transient nature of
community and to increase standards of living.
y
Alleviate “spot areas” of slum and blight, especially as they negatively
influence the City of Cartersville’s ability to attract economic prospects that
will provide job and/or tax revenue that may be used to provide enhanced
living conditions for individuals of low and moderate-income status.
y
There is a need for increased and improved lodging choices and meeting sites
within the City.
y
There is a need for larger convention type space to accommodate trade shows
and larger events.
y
Lack of Sunday liquor sales has handicapped economic development efforts.
y
Employment growth is lower in places where the housing supply is more
constrained. If Cartersville is to increase its employment opportunities outside
of reliance on manufacturing, a much greater percentage of executive and
move-up housing. Jobs follow executive housing.
y
Specialized job training venues (perhaps through North Metro Technical
College or the developing Highlands College campus) need to be developed.
y
Continued expansion of the airport is important to maintain and attract
economic development opportunities.
to
improve
Housing Choice
Within the Northwest Georgia region, Cartersville is a relatively inexpensive place
to own and rent a home. The provision of housing choices for the senior
population, workforce housing, housing for households with incomes below the
median area income, larger rental units to meet the needs of larger family sizes
often associated with the increasing Hispanic population, and expansion of the
stock of move up and executive housing to support economic development
intensification must be addressed.
y
Continue to work with the North Towne Revitalization Task force to develop a
long-range revitalization plan.
y
The most prevalent type of households in the City is small, with over 57%
comprised of a single or two persons. This indicates that although the majority
of the population falls within the workforce age group of 25 to 65, a large
proportion of this group are single and two person households, either couples
without children, young persons entering the workforce, single persons, or
empty nesters below the retirement age. As well, seniors over 65 typically are
single or live in two person households. Housing type needs to address this
need.
y
The issue of providing workforce housing and other types of affordable
housing options will require significant attention and potential revisions to the
Future Land Use Map and Zoning Code to accommodate additional mixed-use
developments with residential components and areas of higher density
residential. This may also involve the added application of density bonus and
incentives in exchange for inclusion of residential units within the cost
limitations of the workforce community.
y
A large amount of single-family housing is being rented.
y
There is a lower proportion of executive and move-up housing in Cartersville
than in Cobb and Cherokee counties.
y
Those households experiencing the most constraints in finding adequate
housing tend to be renters in the lower income brackets, particularly those
with incomes which are 30% and below the HUD MFI for the metropolitan
area. A disproportionate amount of rental property is located within the City.
Rental needs should be addressed and coordinated with the County.
y
Although only a small portion of the citywide population, the elderly and
disabled populations present unique needs in terms of mobility, architectural
and structural elements, public services and accessibility. Accommodation of
the increase in the City’s elderly population as they seek housing locations
that are close to service providers, such as those located in the City should be
a focus.
y
Several areas within the City need for housing rehabilitation.
y
Safe and sanitary public housing is a critical infrastructure need for persons
in the very-low income category.
Designing with the Environment
It is important to preserve natural areas, i.e., streams, wooded areas, wildlife
habitats, areas of steep slope and watersheds, and open spaces throughout the
community. As the City contains a wealth of historic resources, it is also
important to identify and protect historic districts and sites.
y
Developer should be required to preserve greenspace
y
There is a need for a clear cutting ordinance to protect against the removal of
natural vegetation before the issuance of a development permit.
y
The environment needs to be protected more during the pre-development
phase.
y
The City needs to consider adoption of a stronger erosion and sedimentation
control ordinance.
y
The City should participate fully in the Etowah Basin Habitat Conservation
Plan. The outcome of the Plan is that local governments (the City of
Cartersville and Bartow County among them) adopt policies so that activities
they conduct (such as road construction) would have minimal impact on
imperiled species. In addition, zoning codes and development regulations will
need to be amended to ensure that new private construction would have
minimal impact.
y
The City needs a stronger conservation program for Urban Greenspace
protection.
y
The current Tree Ordinance does not protect specimen trees, adequately
conserve the overall tree canopy and promote urban forest practices;
y
The City should identify targeted areas for conservation proactively, and not
just react to their disposition when faced with a development request.
y
Additional measures are recommended to further assess and protect the
natural and historic resources of the City, particularly in the pre-development
assessment phase.
Preserve the City’s Heritage
Cartersville is blessed with an active and vibrant historic downtown, and with a
wealth of historic in-town neighborhoods.
y
The City should continue to monitor the status of inventoried historic
structures and properties located outside of the protected Historic Districts to
ensure consideration for preservation, adaptive re-use or incorporation into a
development plan when development proposals are reviewed.
y
Nomination of individual properties identified as potential candidates for the
Historic Register should continue to be pursued.
Infrastructure availability
In order to preserve Cartersville’s quality of life, infrastructure needs to keep pace
with projected growth, and funding sources need to be identified.
y
Growth needs to be in line with the City’s ability to provide infrastructure:
water & sewer, transportation, connectivity and services.
y
There is a lack of coordination between land use expectations and sewer and
water expansions.
y
Expansion of the sewer and water system is important to community’s tax
base. A service expansion plan should be develop to increase the current
base, and therefore the City’s revenue stream.
y
Ensure that capacity upgrades to the sewer system to meet future needs.
y
Expansion of the City’s public utilities is important to community’s tax base.
y
Funding sources
improvements.
y
A Park and Recreation Master Plan should be developed to address the needs
and desires of residents.
y
Although the school age population actually decreased between 1990 and
2005, this trend will experience a reversal over the planning horizon. The
proportion of school age children is forecast to increase from 19% in 2005 up
to 25% of the population by 2030.
School, recreation and medical
infrastructure and services need to be reviewed to provide for this segment of
the population.
y
Create a post-construction Stormwater Management Ordinance to improve
water quality and restore natural hydrology and to protect aquatic habitat.
The ordinance should include runoff volume limits (infiltration requirements);
stream channel protection; flood control; incentives for restoration/greenspace
development.
y
Development and enhancement of drainage/stormwater runoff infrastructure,
especially in older, slope affect areas of the city where such planning was not
routinely done 50 or more years ago, but that are heavily impacted by
drainage related problems.
y
The school board should utilize the adopted forecasts to design school
capacity for the next 20 years.
y
A school site and construction funds should be identified for a new primary
school to support the Carter Grove Plantation development.
y
A mixing of uses and an increased emphasis on non-residential development
will stabilize funding and school capacity issues.
y
The City needs more green and open space;
y
Utility rights-of-ways are underutilized.
y
The City must continue to anticipate the needs of potential
commercial/industrial businesses by expanding existing infrastructure
relative to industrial development and exploring avenues for the development
of new or additional infrastructure designed to make the City more attractive
to corporate citizens.
need
to
be
identified
for
necessary
infrastructure
Ensure connectivity and mobility
The road network and its ability to handle existing traffic volumes is a major issue
in the City. There is a concern that the rural road network is having difficulty
keeping up with growth. The City has undertaken traffic studies, incorporating
growth anticipated from the Carter Grove planned community, to proactively plan
for roadway improvements.
y
Rail traffic causes delay for drivers in the downtown area due to frequency of
at-grade intersections.
y
Street improvement in older neighborhoods is heavily impacted by excessively
narrow lanes, a lack of existing curbs, sidewalks and poor provision for off
road parking that leads to vehicular congestion.
y
The City needs to ensure the provision of adequate housing opportunities for
low and moderate-income individuals, which are close enough to work sites to
reduce local congestion.
y
Develop a city/county system or join into the MARTA system—conduct a
feasibility study;
y
Many residents commute outside the city, while many employees commute
into the city—investigate the possibility of a commuter systems, rail or express
bus.
y
Internal and short trip movements need to be improved--Look into the
possibility of a Trolley Service—downtown people mover.
y
The City needs to further identify future land use and transportation linkages
and connections in order to promote alternative accessibility throughout the
City.
y
Improve connectivity within existing neighborhoods.
y
Boundary and service coordination are very important during this 10th year
update, and the Joint Comprehensive Plan.
y
Transportation, annexation boarders and utility provision are issues that need
to be addressed with the City of Emerson.
y
In order to better anticipate the cost of growth, the associated need for city
services and the cost of serving an annexed area suggests the need for an
annexation plan and cost/benefit criteria analysis to be developed.
Community Quality Objectives
The following is a description of how the City of Cartersville current meets the
Department of Community Affairs, “Community Quality Objectives (CQO).” This
assessment included an evaluation of the community’s current policies, activities and
development patterns for consistency with the CQOs contained in the State Planning
Goals and Objectives.
This initial assessment is meant to provide an overall view of the community’s policies,
not an in-depth analysis. There are no right or wrong answers to this assessment. Its
merit lies in completion of the document, and the ensuing discussions regarding
future development patterns, as governments undergo the comprehensive planning
process.
Development Patterns
Traditional neighborhood development patterns should be encouraged, including use of more human
scale development, compact development, mixing of uses within easy walking distance of one another,
and facilitating pedestrian activity.
Yes
If we have a zoning code, it does not separate
commercial, residential and retail uses in every
district.
X
Mixed-use developments are permitted by right,
as well as adaptive reuse in historic districts
and other innovative techniques.
A TND
Character area is proposed as part of this Plan
Update.
A Landscape ordinance was adopted in 1995.
Applicable in historic districts, for nonresidential development, as part of master
planed
developments,
and
parking
requirements.
X
Our community has an organized tree-planting
campaign in public areas that will make walking
more comfortable in the summer.
Comment
Multiple uses are permitted by right in three
districts – the Multiple Use, Professional
Services, and Office/Professional Districts. The
Multiple Use District permits residential with
densities up to 14 du/ac for multi-family
products.
X
Our community has ordinances in place that
allow neo-traditional development “by right” so
that developers do not have to go through a long
variance process.
We have a street tree ordinance that requires
new development to plant shade-bearing trees
appropriate to our climate.
No
X
We have a program to keep our public areas
(commercial, retail districts, parks) clean and
safe.
X
Keep Bartow Beautiful (KBB) is a nonprofit
organization that is operated in partnership with
Bartow County Government and serves both the
county and its municipalities.
Our community maintains its sidewalks and
vegetation well so that walking is an option some
would choose.
X
Particularly in the downtown and historic
districts.
The new Carter Grove Plantation
master
planned
community
incorporates
pedestrian circulation as a feature of the
community.
In some areas, several errands can be made on
foot, if so desired.
X
Particularly in the historic downtown area. The
Carter grove Plantation is designed as a
walkable community that includes commercial
development.
Some of our children can and do walk to school
safely.
X
Increased connections between the schools and
neighborhoods are a major goal of this plan. The
new Carter Grove community incorporates this
objective.
Some of our children can and do bike to school
safely.
X
Increased connections between the schools and
neighborhoods are a major goal of this plan. The
new Carter Grove community incorporates this
objective.
Schools are located in or near neighborhoods in
our community.
X
Infill Development --Communities should maximize the use of existing infrastructure and minimize the
conversion of undeveloped land at the urban periphery by encouraging development or redevelopment of
sites closer to the downtown or traditional urban core of the community.
Yes
Our community has an inventory of vacant sites
and
buildings
that
are
available
for
redevelopment and/or infill development.
X
Our community is actively working to promote
brownfield redevelopment.
X
Our community is actively working to promote
greyfield redevelopment.
X
We have areas of our community that are
planned for nodal development (compacted near
intersections rather than spread along a major
road).
Our community allows small lot development
(5,000 square feet or less) for some uses.
No
Comment
An
example
is
the
North
Towne
Redevelopment Area and Tennessee Corridor
Overlay area.
X
The development of character areas that
include villages and centers is part of this
plan update.
Minimum single-family detached lot size is
6,000 sq. ft in the PD district. Attached single
family and townhomes are allowed on 2,000
sq. ft. lots in all districts in which they are
permitted.
X
Sense of Place - Traditional downtown areas should be maintained as the focal point of the community or,
for newer areas where this is not possible, the development of activity centers that serve as community
focal points should be encouraged. These community focal points should be attractive, mixed-use,
pedestrian-friendly places where people choose to gather for shopping, dining, socializing, and
entertainment.
Yes
If someone dropped from the sky into our
community, he or she would know immediately
where he or she was, based on our distinct
characteristics.
X
No
Comment
The City has a distinctive small town feel and
identity that they wish to preserve, enhance
and protect.
We have delineated the areas of our community
that are important to our history and heritage,
and have taken steps to protect those areas.
X
The City has taken steps to emphasize,
enhance and protect its historic areas with
adoption
of
a
Historical
Preservation
Ordinance. All three districts require approval
from the Cartersville Historic Preservation
Commission for building alternations and
changes.
We have ordinances to regulate the aesthetics of
development in our highly visible areas.
X
Historic Districts and the Main Street Overlay
We have ordinances to regulate the size and type
of signage in our community.
X
We offer a development guidebook that
illustrates the type of new development we want
in our community.
X
If applicable, our community has a plan to
protect designated farmland.
X
The Natural Conservation and Country
Estates character areas of this Plan Update
are designated to protect rural character.
Alternatives to transportation by automobile, including mass transit, bicycle routes, and pedestrian
facilities, should be made available in each community. Greater use of alternate transportation should be
encouraged.
No
Comment
our
X
There is limited public transportation in the
City. Bartow Transit provides limited transit
service within Bartow County, primarily for
seniors. The program is sponsored by GDOT.
The following are objectives that the City
would like to further examine during the
planning horizon: (1) Develop a city/county
system or join into the MARTA system - a
feasibility study needs to be conducted; (2)
Look into the possibility of commuter rail; and
(3) Look into the possibility of a Trolley
Service—downtown people mover.
We require that new development connect with
existing development through a street network,
not a single entry/exit.
X
Yes
We
have
community.
public
transportation
in
We have a good network of sidewalks to allow
people to walk to a variety of destinations.
X
We have a sidewalk ordinance in our community
that requires all new development to provide
user-friendly sidewalks.
X
We require that newly built sidewalks connect to
existing sidewalks wherever possible.
New streets within subdivisions are required
to include seven-foot sidewalks on at least one
side of the street.
In addition, they are
required on all existing streets where new
building construction occurs.
X
We have a plan for bicycle routes through our
community.
X
We allow commercial and retail development to
share parking areas wherever possible.
X
The State of Georgia has designated two
bicycle paths through the City. One path
(State Bicycle Route 70) runs from the Cobb
County line to Emerson, where it turns west
to Stilesboro and connects to State Bicycle
Route 70, which connects Euharlee, Kingston
and Adairsville. Proposed improvements
include: (1) Complete the Dellinger Park multipurpose trail with turn lanes between Pine
Grove Road and Etowah Drive; 2) Serve all
schools with bike lanes within a one mile
radius; (3) Develop a multi-use trail on
Woodland Drive at Euharlee Road;
Regional Identity - Each region should promote and preserve a regional "identity," or regional sense of
place, defined in terms of traditional architecture, common economic linkages that bind the region
together, or other shared characteristics.
Yes
Our community is characteristic of the region in
terms of architectural styles and heritage.
No
Comments
Officially created in 1850, the City of
Cartersville is a mix of historic properties,
including residential, farming, industrial and
commercial, institutional and transportation
facilities, a historic downtown, an Olde Town
and a historic residential area (West End) with
mid 19th to turn of the century traditional
design.
X
Our community is connected to the surrounding
region
for
economic
livelihood
through
businesses that process local agricultural
products.
X
The City’s livelihood is no longer based on
agriculture.
Our community encourages businesses that
create products that draw on our regional
heritage (mountain, agricultural, metropolitan,
coastal, etc.).
X
Historically, the area was dependent on
agriculture. An abundance of iron ore in the
region sparked an early, through short lived,
iron industry in the 1800’s. Manufacturing,
services and retail are now the primary
employment sectors on the City.
Our community participates in the Georgia
Department of Economic Development’s regional
tourism partnership.
X
Our community promotes tourism opportunities
based on the unique characteristics of our
region.
X
Our community contributes to the region, and
draws from the region, as a source of local
culture,
commerce,
entertainment
and
education.
X
The City has a strong objective to maximize
tourism opportunities and utilizes available
resources to achieve that objective.
Cartersville’s cultural and historic attractions
provide a regional Draw
Resource Conservation
Heritage Preservation - The traditional character of the community should be maintained through
preserving and revitalizing historic areas of the community, encouraging new development that is
compatible with the traditional features of the community, and protecting other scenic or natural features
that are important to defining the community's character.
Yes
No
Comments
We have designated historic districts in our
community.
X
Three Districts – Olde Town, Historic
Downtown Business District, and West End.
We have an
commission.
preservation
X
The
Historic
preservation
ordinance
established
the
Historic
Preservation
Commission.
We want new development to complement our
historic development, and we have ordinances in
place to ensure this.
X
active
historic
Open Space Preservation - New development should be designed to minimize the amount of land
consumed, and open space should be set aside from development for use as public parks or as
greenbelts/wildlife corridors. Compact development ordinances are one way of encouraging this type of
open space preservation.
Yes
No
Comments
Our community has a greenspace plan.
X
The City of Cartersville is an active partner
with Bartow County Government in the
countywide Greenspace Program.
Our
community
is
actively
preserving
greenspace, either through direct purchase or by
encouraging set-asides in new development.
X
There are some current funding limitations.
We have a local land conservation program, or
we work with state or national land conservation
programs, to preserve environmentally important
areas in our community.
X
The City works with Bartow County and
through the County, land trusts where
applicable.
We have a conservation subdivision ordinance
for residential development that is widely used
and protects open space in perpetuity.
X
Environmental Protection - Environmentally sensitive areas should be protected from negative impacts of
development, particularly when they are important for maintaining traditional character or quality of life of
the community or region. Whenever possible, the natural terrain, drainage, and vegetation of an area
should be preserved.
No
Comments
Our community has a comprehensive natural
resources inventory.
X
Although there are separate maps and
resource
materials
identifying
natural
resources, not all resources have been
inventoried and there is not a comprehensive
database. The creation of such an inventory is
recommended.
We use this resource inventory to steer
development
away
from
environmentally
sensitive areas.
X
It is recommended that subsequent to the
creation of a resource inventory, it be used as
a preliminary step of the planning process.
Yes
We have identified our defining natural resources
and taken steps to protect them.
X
The
current
development
patterns
of
Cartersville are a result of historic events,
natural features, and location of the rail line
and highway system. Topography forced
development to occur between the steeply
sloped ridges in the area. Natural features
continue to shape development today.
Development is constrained by the steeply
sloped areas and floodplains. Relatively flat
lands to the north, used for industry, have
been annexed into the City. Areas to the
northwest
have
developed
significant
residential densities, but have not been
annexed. Land development to the west used
for residential construction has
Our community has passed the necessary “Part
V” environmental ordinances, and we enforce
them.
X
The City meets, and in some circumstances,
exceeds the DNR Part V requirements.
Our community has a tree
ordinance that is actively enforced.
preservation
X
Our community has a tree-replanting ordinance
for new development.
X
We are using stormwater best management
practices for all new development.
X
We have land use measures that will protect the
natural resources in our community (steep slope
regulations, floodplain or marsh protection, etc.).
X
The City has a landscape ordinance in place,
but it does not protect specimen trees,
adequately conserve the overall tree canopy
and promote urban forest practices. It is
recommended that a Tree Preservation
ordinance be drafted and adopted.
Social and Economic Development
Growth Preparedness - Each community should identify and put in place the pre-requisites for the type of
growth it seeks to achieve. These might include infrastructure (roads, water, and sewer) to support new
growth, appropriate training of the workforce, ordinances and regulations to manage growth as desired, or
leadership capable of responding to growth opportunities and managing new growth when it occurs.
Yes
We have population projections for the next 20
years that we refer to when making
infrastructure decisions.
land-
We have reviewed our development regulations
and/or zoning code recently, and believe that our
ordinances will help us achieve our QCO goals.
Comments
X
This is a major goal of this plan update.
X
The City plans on revisiting its ordinances at
the end of the comprehensive plan process in
order to further enhance guiding principals.
X
Our local governments, the local school board
and other decision-making entities use the same
population projections.
Our elected officials understand the
development process in our community.
No
X
We have a Capital Improvements Program that
supports current and future growth.
X
We have designated areas of our community
where we would like to see growth, and these
areas are based on a natural resources inventory
of our community.
X
The City already has identified existing growth
areas, including Grove Park and Carter Grove
Plantation, as well as potential growth areas
such as the ATCO-Goodyear Mill Village, the
Dillinger property, the Industrial Park, the
411 Corridor, and the Interchange Village.
Additional areas are being identified as part of
this process.
We have clearly understandable guidelines for
new development.
X
Additional guidelines will be developed in
conjunction with the Character Areas.
We have a citizen-education campaign to allow
all interested parties to learn about development
processes in our community.
X
The City’s website provides information from
Council meetings, presents drafts of relevant
planning documents for review, and makes
available the City’s municipal code. Active and
personal public participation is a hallmark of
any process within the city.
We have procedures in place that make it easy
for the public to stay informed about land use
issues, zoning decisions, and proposed new
development.
X
The City’s website provides the most updated
information base. See above.
We have a public-awareness element in our
comprehensive planning process.
X
City Council has adopted
Community Participation Plan.
an
inclusive
Appropriate Businesses - The businesses and industries encouraged to develop or expand in a
community should be suitable for the community in terms of job skills required, long-term sustainability,
linkages to other economic activities in the region, impact on the resources of the area, and future
prospects for expansion and creation of higher-skill job opportunities.
Yes
No
Comments
Our economic development organization has
considered our community’s strengths, assets
and weaknesses, and has created a business
development strategy based on them.
X
The City participates in the CartersvilleBartow Joint Development Authority, for
which an economic development strategy has
been prepared.
Our economic development organization has
considered the types of businesses already in our
community, and has a plan to recruit businesses
and/or industries that will be compatible.
X
The Cass-White Industrial Park, of which 500
acres is within the City, is a development of
the
Cartersville-Bartow
County
Joint
Development
Authority
(JDA).
The
development is intended to be for light
industrial and manufacturing to replace the
more than 3,000 manufacturing jobs lost in
recent years.
Tourism is also an important focus in the
City. The City fosters, in all ways appropriate
and feasible, private investment in tourism
product development. The City dedicates 40%
of the Hotel-Motel Tax collected within the city
limits for out-reach marketing by the
Cartersville-Bartow County Convention and
Visitors Bureau (CVB)
We recruit firms that
sustainable products.
provide
or
create
X
Recruitment activity is moving away from
manufacturing to more knowledge-based
economic opportunities.
We have a diverse jobs base, so that one
employer leaving would not cripple our economy.
X
The City, in concert with the CartersvilleBartow Joint Development Authority, is
developing programs to increase management
and higher skilled employment. In addition,
the Cass-White Industrial Park, of which 500
acres is within the City, is a development of
the
Cartersville-Bartow
County
Joint
Development
Authority
(JDA).
The
development is intended to be for light
industrial and manufacturing to replace the
more than 3,000 manufacturing jobs lost in
recent years.
Employment Options - A range of job types should be provided in each community to meet the diverse
needs of the local workforce.
Yes
Our economic development program has an
entrepreneur support program.
No
Comments
The Downtown Cartersville Development
Authority provides outreach activities. The
DCDA also promotes economic development
through new business assistance and project
groups, business recruitment and master plan
development. The Design Committee reviews
applications for sign/façade grants under the
Business Improvement District and works to
improve the overall look of downtown.
X
It is recommended that a Neighborhood
Business Ownership program should be
developed to encourage entrepreneurship
among neighborhood residents in order to
increase productivity of community members,
reduce transient nature of community and to
increase standards of living
Our community has jobs for skilled labor.
X
Manufacturing
and
unskilled
labor
opportunities remain the second largest
employment sector in the City. Attracting
additional opportunities for higher skilled and
professional level employment needs to be a
focus.
Our community has jobs for unskilled labor.
X
Employment opportunities for the “workforce”
population are plentiful in Cartersville and
Bartow County, and these opportunities are
likely to expand in the next ten years. The
carpet/textile industry still composes a
significant portion of the community’s
industrial base, employing 12.5% of the
County’s total labor force according to Georgia
Department of Labor information
Our community has professional and managerial
jobs.
X
Although there has been a shift following
national trends, the supply of professional and
managerial jobs does not meet current
demands.
Housing Choices - A range of housing size, cost, and density should be provided in each community to
make it possible for all who work in the community to also live in the community (thereby reducing
commuting distances), to promote a mixture of income and age groups in each community, and to provide
a range of housing choice to meet market needs.
Yes
No
Comments
Our community allows accessory units like
garage apartments or mother-in-law units.
X
People who work in our community can also
afford to live in the community.
X
Within
the
Northwest Georgia
region,
Cartersville is a relatively inexpensive place to
own and rent a home.
Our community has enough housing for each
income level (low, moderate and above average).
X
Yes, but there needs to be an expansion of
executive and higher end housing.
We encourage new residential development to
follow the pattern of our original town,
continuing the existing street design and
maintaining small setbacks.
X
We have options available
downtown
living,
or
development.
X
for loft living,
“neo-traditional”
We have vacant and developable land available
for multifamily housing.
The zoning code and downtown development
guidelines establish standards and zones
where such product types are permitted.
X
Cartersville currently contains more than its
demographic share of low cost and rental
housing. The needs of this population should
be addressed at the regional and county level.
We allow multifamily housing to be developed in
our community.
X
We
support
community
development
corporations that build housing for lower-income
households.
X
We support Habitat for Humanity.
We have housing programs
households with special needs.
on
X
A niche that is not being addressed is the
“active adult” community, typically patio
homes, attached ranch units (such as a
fourplex) or small lot/0 lot line type detached
units, where the basic home and landscape
maintenance is handled by an association,
and special community activities and social
events are promoted.
We allow small houses built on small lots (less
than 5,000 square feet) in appropriate areas.
X
Minimum single-family detached lot size is
6,000 sq. ft in the PD district. Attached single
family and town homes are allowed on 2,000
sq. ft. lots in all districts in which they are
permitted.
that
focus
Educational Opportunities - Educational and training opportunities should be readily available in each
community – to permit community residents to improve their job skills, adapt to technological advances,
or to pursue entrepreneurial ambitions.
Yes
No
Comments
Our community provides
options for its citizens.
workforce-training
X
Our workforce training programs provide citizens
with skills for jobs that are available in our
community.
X
Our
community
has
higher
education
opportunities, or is close to a community that
does.
X
Our community has job opportunities for college
graduates, so that our children may live and
work here if they choose.
An on-going partnership between local
government, business, and industry and area
educational institutions reflects our flexible
commitment to employee training. These
progressive
collaborations
help
create
seamless educational opportunities for the
Cartersville-Bartow County workforce, now
and in the future. Working with customized
training
programs
through
Georgia’s
QuickStart, our state-of-the-art technical
colleges
offer
progressive
curriculums
designed with one goal in mind – to meet the
needs of local business. In addition, local and
regional colleges and universities provide an
unsurpassed asset to the community as a
whole.
Yes
X
The
majority
of
jobs
are
currently
manufacturing, retail and service, but
expansion of higher skilled and managerial
jobs is part of the focus of the economic
development plan.
Governmental Relations
Regional Solutions - Regional solutions to needs shared by more than one local jurisdiction are preferable
to separate local approaches, particularly where this will result in greater efficiency and less cost to the
taxpayer.
Yes
We participate in regional economic development
organizations.
X
We participate in regional environmental
organizations and initiatives, especially regarding
water quality and quantity issues.
X
We work with other local governments to provide
or share appropriate services, such as public
transit, libraries, special education, tourism,
parks and recreation, emergency response, E911, homeland security, etc.
X
Our community thinks regionally, especially in
terms of issues like land use, transportation and
housing, understanding that these go beyond
local government borders.
X
No
Comments
The City works with the Cartersville/Bartow
County Joint Development Authority. To foster
tourism, The City dedicates 40% of the HotelMotel Tax collected within the city limits for
out-reach marketing by the CartersvilleBartow County Convention and Visitors
Bureau (CVB).
Although the City is completing a stand-alone
plan, the City still actively participates within
the Joint Planning process with both the
County and surrounding cities.
Regional cooperation should be encouraged in setting priorities, identifying shared needs, and finding
collaborative solutions, particularly where it is critical to success of a venture, such as protection of
shared natural resources or development of a transportation network.
Yes
No
Comments
We plan jointly with our cities and county for
comprehensive planning purposes.
X
Although the City is completing a stand-alone
plan, the City still actively participates within
the Joint Planning process with both the
County and surrounding cities.
We are satisfied with our Service Delivery
Strategy.
X
The City strives to maintain adequate level of
service in all facets, and continually monitors
and updates its service delivery plans.
We initiate contact with other local governments
and institutions in our region in order to find
solutions to common problems, or to craft region
wide strategies.
X
It is the goal of the City to work with these
surrounding entities for mutually beneficial
solutions to improve quality of life. To achieve
this goal, the City has been identifying
regional needs and cooperatives/authorities
that may provide services and/or expertise to
facilitate the availability of resources for
governmental use.
We meet regularly with neighboring jurisdictions
to maintain contact, build connections and
discuss issues of regional concern.
X
The city is quite active in coordination with
other agencies of a local and regional nature.
Potential Character Areas
The following preliminary list of charater areas has been mapped within the City.
y
Natural Preserve
y
Country Estates
y
Suburban Living
y
Traditional Neighborhood
y
Neighborhood Living
y
Historic Neighborhood
y
Residential Row
y
Urban Living
y
Transitional Corridor
y
Neighborhood Village Center
y
Community Village Center
y
Development Corridor
y
Regional Village Center
y
Urban Core
y
Highway Business Corridor
y
Workplace Center
Character Areas
Community
Assessment
Volume 2:
Technical Analysis
Comprehensive Master Plan
2•0•3•0
City of Cartersville, Georgia
Technical Analysis
Demographic Overview ______________________________________ 1
Historic Population ___________________________________________ 1
Population Forecasts __________________________________________ 2
Age Characteristics ___________________________________________ 3
Race _______________________________________________________ 5
Income _____________________________________________________ 6
Education __________________________________________________ 10
Housing __________________________________________________ 13
Housing Forecasts ___________________________________________
Housing Type_______________________________________________
Household Size _____________________________________________
Quality of Housing___________________________________________
Affordability and Demographics ________________________________
Special Need Populations _____________________________________
Available Housing Programs ___________________________________
Lifecycle and Lifestyle Housing and Service Needs _________________
13
14
16
17
17
31
35
37
Economic Development _____________________________________ 39
Economic History ___________________________________________
Historic Employment _________________________________________
Employment Forecasts________________________________________
Labor Force Participation _____________________________________
Economic Base _____________________________________________
Economic Trends ____________________________________________
Economic Programs __________________________________________
39
40
40
41
41
42
45
Natural Resources __________________________________________ 47
Mineral Resources ___________________________________________
Topography, Steep Slopes and Soils _____________________________
Protected Mountains _________________________________________
Agricultural Land____________________________________________
Conservation Areas __________________________________________
Endangered Plants and Animals in Bartow County__________________
Water Resources ____________________________________________
Environmental Programs ______________________________________
47
47
50
50
50
51
52
54
Vol. 2—Technical Analysis___________________ January 2007 ___________________________________Page i
____________________________________________________________________________ City of Cartersville
Historic and Cultural Resources ______________________________ 56
City History ________________________________________________
Historic Surveys_____________________________________________
Historic Districts ____________________________________________
Potential Historic Districts _____________________________________
Federally and State Registered Sites _____________________________
Archeological Resources ______________________________________
Cemeteries _________________________________________________
Preservation Resources _______________________________________
56
57
57
60
60
61
62
62
Community Facilities and Services ____________________________ 63
Water and Wastewater Supply and Treatment______________________
Other City Utilities___________________________________________
Public Safety _______________________________________________
Parks and Recreation _________________________________________
Public Works _____________________________________________
Stormwater Management ______________________________________
Libraries and Cultural Facilities_________________________________
Social Services ______________________________________________
63
67
68
72
77
77
78
79
Transportation ____________________________________________ 80
Roads _____________________________________________________
Commute Characteristics ______________________________________
Alternative Transportation _____________________________________
Railroads __________________________________________________
Airport ____________________________________________________
80
90
90
91
91
Intergovernmental Coordination______________________________ 93
Adjacent Local Governments __________________________________
Independent Special Authorities and Districts______________________
Schools and School Boards ____________________________________
Federal, State or Regional Programs _____________________________
93
94
94
94
STWP Accomplishments ____________________________________ 95
Vol. 2—Technical Analysis___________________ January 2007 __________________________________ Page ii
Demographic Overview
Population growth and characteristics are important to the overall land use demand,
land use patterns and the services and infrastructure to service this demand. The
purpose of assessing Cartersville’s demographics is to:
y
Look at past population trends and how they relate to the future;
y
Project the rate of growth and actual growth in order to determine the demand
for land use types and infrastructure needs;
y
Determine where those needs are
currently;
y
Analyze household characteristics to determine housing type
and cost, retail and employment
market, and special needs populations; and
y
Look at types of public facilities
and level of service that will be
required.
Table 1.1
Historic Population - 1980 to 2000
Year
1980
1990
2000
Pop
9,508
12,035
15,925
% Change
1980 to 1990
1990 to 2000
26.60%
32.30%
Source: US Census 2000, STF-1
Historic Population
Since 1980, Cartersville has experienced an annual population growth rate of over
2%, with Bartow County experiencing an annual population growth rate of a little
over 3%. In 2000, the City’s population totaled 15,925 while the County’s was
76,888.
Table 1.1 summarizes the historic trends of population change within the City
from 1980 to 2000. As can be seen from this table, not only is population increasing within the City, the percentage of that change is also increasing. Between 1980
and 2000, the City saw a population increase of 67.5%.
Bartow County and the counties surrounding Cartersville have not all experienced
the same rate of growth. Those counties furthest away from the Atlanta area, such
as Floyd, Chattooga and Polk counties, have had an annual growth less than 1%
for the past 30 years. Counties closest to Atlanta, such as Paulding and Cherokee
Counties have experienced over 5% annual growth over the past twenty years.
Vol. 2—Technical Analysis___________________ January 2007 __________________________________ Page 1
Table 1.2
Historic Population - 1970 to 2000
Bartow and Surrounding Counties
County
Bartow
1970
32,663
Chattooga
Cherokee
Cobb
Floyd
Gordon
Paulding
Pickens
Polk
20,541
31,059
196,793
73,742
23,570
17,520
9,620
29,656
Source: US Census, STF-1
Census Year
1980
1990
40,760
55,911
2000
76,019
21,856
51,699
297,718
79,800
30,070
26,110
11,652
32,386
25,470
141,903
607,751
90,565
44,104
81,678
22,983
38,127
22,242
90,204
447,745
81,251
35,072
41,611
14,432
33,815
Annual Percent Change
1970 - 1980 1980 - 1990 1990 - 2000
2.20%
3.20%
3.10%
0.60%
5.20%
4.20%
0.80%
2.50%
4.10%
1.90%
0.90%
0.20%
5.70%
4.20%
0.20%
1.60%
4.80%
2.20%
0.40%
1.40%
4.60%
3.10%
1.10%
2.30%
7.00%
4.80%
1.20%
Population Forecasts
Although the usual plan horizon is 20 years, this Plan has made forecasts for 24
years to 2030 in order to coincide with water, sewer and transportation improvement projections. According to forecasts, Cartersville’s population is projected to
increase to 23,668 people by 2010, and 44,121 by 2030. Population will increase
by 111%; in absolute numbers, the City will add approximately 23,232 persons
over the next 24 years. To accommodate this growth, the number of dwelling units
will more than double. Table 1.3 shows yearly population, households, and dwellings to 2030, as well as growth in the number of people working in the City.
The more recent population growth is closely tied to the City’s continuing transformation from a rural community to an urbanizing bedroom community, and its
connection with Metropolitan Atlanta. In addition, growth can be attributed to the
City’s concentrated efforts on historic preservation and downtown revitalization,
and with its history of striving to become a more self-encompassing community in
terms of the jobs/housing ratio. Over the last decade, the City has promoted itself
to attract commercial, business and employment opportunities to support its residents, and increase quality of life indicators such as parks and recreation and cultural amenities. Location, quality of life, availability of relatively affordable housing, economic opportunities and proactive infrastructure will ensure that population growth will be sustained into the future.
Table 1.3
Population Forecasts - 2006 to 2030
Year
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Population
20,889
21,551
22,235
22,940
23,668
24,418
25,193
25,992
26,817
27,667
28,545
29,450
30,384
31,348
32,343
33,369
34,427
35,515
36,638
Households
7,788
8,044
8,308
8,581
8,862
9,152
9,451
9,760
10,079
10,407
10,747
11,096
11,457
11,830
12,214
12,611
13,019
13,440
13,874
2025
37,796
2026
38,988
2027
40,216
2028
41,480
2029
42,781
2030
44,121
Source: ROSS+associates, 2006
14,321
14,782
15,256
15,745
16,248
16,765
Dwelling Units
8,133
8,607
8,890
9,182
9,482
9,793
10,113
10,443
10,785
11,135
11,499
11,873
12,259
12,658
13,069
13,494
13,930
14,381
14,845
Employment
19,710
20,173
20,646
21,128
21,620
22,122
22,634
23,157
23,690
24,233
24,787
25,351
25,927
26,514
27,112
27,721
28,341
28,970
29,611
15,323
15,817
16,324
16,847
17,385
17,939
30,261
30,923
31,594
32,275
32,966
33,667
Residential demand for future services is based on population size expressed as either numbers of persons or number of housing units. Nonresidential demand for
services is based on number of employees. Projections guide us in the development and programming of necessary services.
Age Characteristics
Current Population
The age breakdown for the residents of the City of Cartersville has been analyzed
by major segments of the population for accuracy and relevance of analysis, for
example, coordinating the capacity requirements for the school’s population segment. Another major item to note is that the City prepared independent population forecasts, whereas the age breakout trend and 2005 estimates are directly
from Census data. There are slight discrepancies between these two totals, but we
will be utilizing the percentages of each age segment by total percentage of the
population, not actual numbers, so these discrepancies will not affect our analysis. Table 1.4 shows historical age trends and current 2005 estimates.
As can be seen on Table 1.4, the percentage breakdown of segments has been
relatively stable over the last 15 years. There has been a notable decrease in the
school age population and an increase in the economic provider category. This is
not an unusual shift and represents the aging of the baby boomers. What is a little
surprising is the slight decrease in the senior population; this shift is notably different from the state and national trends of an aging population.
Table 1.4
Age Breadown By Age Segments - 1990 to 2005
Age Segments
Pre school (0 to 4)
School Age (5 to 24)
Economic Providers
Senior (65 and over)
Total
Source: US Census
1990
Number
799
3,352
5,840
2,055
12,046
%/Pop
7%
28%
48%
17%
100%
2000
Number
1,107
4,403
8,127
2,288
15,925
%/Pop
7%
28%
51%
14%
100%
2005
Number
1,248
3,256
10,539
2,489
17,532
%/Pop
7%
19%
60%
14%
100%
The percentage breakdowns confirm that the City of Cartersville is primarily a
mid-life age community. Currently, the growing segment of the population is from
age 25 to 54, which is the primary workforce cohort in the City. In addition to being the primary economic provider within the City, this segment also tends to be
married with children. However, the shift from a heavily “family-oriented” population to a distinct rise in “empty nesters” is clearly evident. Comparing preschool
and school age children to economic providers, in 1980 there were 0.71 children
for every adult in the city in 1980; 0.68 children per adult in 2000; and, .043 children per adult in 2005. This trend is expected to reverse in the future as more
(and younger) families with children are attracted to the city. To provide for this
segment of the population the city should further investigate the availability of appropriate housing, park and recreation services and schools.
Projected Population
By 2030, the mid-life range of 25 to 54 years old portion of the community is still
anticipated to be the primary aged segment of the population, although it has decreased from 60% to 54%. The age segment that is forecast to experience the
greatest increase from 2005 is the school age population, which is projected to increase from 19% of the population to 25%. The preschool segment and the senior
population are expected to change very little. The increase in the school population has many implications for the City over the next two decades concerning
school capacity, parks and recreational programming, job training and entry level
housing for graduating residents. The City will also continue to gear infrastructure
and services to the Economic Provider segment, such as cultural and entertainment programming and single-family houses.
Race
As the City and Bartow County continue to urbanize along primary circulation
corridors, with housing prices anticipated to remain moderate, a slow increasing
representation of the racial and ethnic composition of the City and County is occurring. However, the City remains primarily Caucasian as young professionals,
young families and established households seek the various housing and economic opportunities that Cartersville offers.
In 1990, the minority population in Bartow County comprised 9.8% of the total
population. By 2000, this percentage had risen to 12.2%. By way of comparison,
in 1990 minorities comprised 18.7% of the City’s total population. By 2000, the
Table 1.5
Minority and Female Headed Households: 2000-2002
Indicator
2000 Population
Total
Black
White
Other
Hispanic
2002 Census Estimate
Population Change Since 2000
Families
Female Headed families
with children under 18
Source: US Census
Cartersville
Number
Percent
%
Of County
15,925
2,714
12,187
1,024
1,160
17,169
1,244
4,130
100.0%
17.0%
76.5%
6.5%
7.3%
100.0%
7.8%
100.0%
20.9%
41.1%
18.3%
38.1%
46.0%
20.8%
18.9%
19.6%
458
11.1%
27.1%
City’s minority population had risen to 23.5% of the total. It is clear that even
though the percentage of minority population is increasing countywide, the
concentration of minority population is occurring within the City, as seen on Table
1.5.
The increase in the Hispanic population of the City has been dramatic over the
past 10 years, as suggested by the increased enrollment in the city’s school system. As shown on Table 1.6, enrollments of Hispanic children have doubled since
2000 in terms of percentage, while the percentage of African Americans has fallen
slightly.
Table 1.6
School System Racial Enrollment by Percentage: 1994-2005
City of Cartersville School System
White
1994-1995
79.30%
1999-2000
68.50%
2004-2005
60.20%
Georgia County Guide, 2005
African
American
18.90%
24.90%
23.20%
Hispanic
0.80%
6.30%
12.90%
Native
American
0.40%
0.30%
0.40%
Multi-racial
Asian
Total
0.00%
0.80%
2.60%
0.60%
0.30%
0.40%
2946
3457
3855
Persons who identify themselves as Hispanic/Latino are a part of the schools, recreation, workforce, commercial sector, and other parts of daily life in Cartersville.
By creating and expanding programs for Hispanics, citizens will be able to participate in a two-way dialogue in which all residents can learn from each other. In
addition, the City seeks to improve the accessibility of government services to Hispanics/Latinos and to break down any barriers that might impede them from becoming successful, contributing members of the community.
The City is currently identifying potential funding sources to achieve selected initiatives by expanding the visionary and practical portions of programs designed to
help improve access for members of the Hispanic/Latino community to government and community resources. Funding assistance in the form of grants and reduced loan rates will help local leaders implement selected initiatives in a timely
manner. As stated previously, the number of Hispanics in the Cartersville area has
increased from a little over 100 persons in 1990 to well over 1,000 in 2000, and
has continue to increase at a dramatic rate. Issues related to improving access to
government and community resources and improving relations between Hispanics
and other members of the community must be addressed sooner rather than later
to assure the same accessibility to all residents of the city, including other minorities.
The Agenda portion of the 2007 Comprehensive Plan will expand the 1991 goals to
include information about the need to address community issues and opportunities regarding the growing Hispanic population and envision improved access to
government services for Hispanics and other minorities. Reaching out to the fastgrowing Hispanic community and to other minorities to inform residents of issues
regarding utilities, public safety, land use and community development will be an
important part of the Cartersville community vision.
Income
In 1990, the median household income in Cartersville was $25,384, lower than in
Bartow County at $27,544 and the State at $29,021. However, median family income was slightly higher in the City as compared to the County at $31,778 and
$31,291 respectively, reflecting the City’s higher proportion of single-person and
other “non-family” households. Both were lower than the State’s median family income at $33,529. By 2000, median household income in the City had increased to
$41,162; still slightly lower than Bartow County at $43,660 (94.3% of County income). Cartersville household income was also slightly below the State’s median
household income of $42,433. Family incomes represent typically higher incomes,
although the City remained slightly lower, at $48,219 for the City as compared to
$49,198 and $49,280 respectively for Bartow County and the State (Source: 2000
Census, STF-3)
According to the Georgia County Guide, in 2002 median household income within
the County increased to $44,669. Assuming that the median household income for
the city remains at approximately 94.3% of the Bartow County median household
income, it may be estimated that the 2002 income is around $42,123.
Four household income categories are typically used to evaluate housing cost burden, consistent with definitions of very-low, low and moderate-income households
used in various federal and state housing programs, e.g. housing choice vouchers,
HOME, and other income based assistance programs. HUD uses an Atlanta Metropolitan Area income figure for several of the counties in the extended ARC area,
and does not break out Bartow County (and the City of Cartersville) individually in
terms of Median Family Income classifications. The 2005 HUD Median Family Income (MFI) for the Atlanta Metropolitan Area was $69,300. These median income
figures appear quite high as compared to the City’s estimated median household
income of $42,123 (in 2002 dollars). However, cost burden analysis looks at income potential in terms of rent or monthly mortgage expended in relation to the
local Cartersville and Bartow County housing prices, which is more reflective of
the income characteristics of the population.
Table 1.7
HUD Income Classifications - 2005
Classification
Annual Income
(2005)
% of
Population
(2000)*
39.7%
21.4%
18.7%
20.2%
Maximum
Affordable
Rent (2005)
$866
$1,386
$2,079
$2,080+
$1,732
Very Low
0 - $34,650
Low
$34,650 - $55,440
Moderate
$55,441-$83,160
Above Moderate
Above $83,160
Median
$69,300
Source: HUD Median Family Income Limits, 2005, for Atlanta MSA
Note: % of population based on 2000 MFI limits and 2000 Income distribution
Maximum Affordable
Purchase Price
(2005)
$126,500
$202,500
$303,500
$304,000
$253,100
Table 1.7 identifies the income ranges, based on the HUD MFI guidelines, and the
rent or home purchase price affordable to each group in 2006. The proportion of
persons in each income category is based on 2000 income classification breakdowns and the 2000 HUD MFI. The table assumes a 7% interest rate, a 10% down
payment, and 1% property tax and property insurance tax added into the monthly
payment.
The U.S. Department of Health and Human Services defines the poverty level for a
family of four as an income of $20,000 and below. The Georgia County Guide estimates that as of 2002, 10.2 % of the total Bartow County population was in poverty. In terms of persons living in poverty in the City, there were 1,755 persons,
representing 11.0 % of the total City population, living in poverty in 2000. There
were 695 Female Headed Families in the city, 395 of which were living with their
own children, and 524 Female Headed Families with related children. Married
Table 1.8
US Poverty Guidelines
2006
# in H.H.
1
2
Income
$9,800
13,200
3
16,600
4
20,000
5
23,400
6
26,800
7
30,200
8
33,600
Source: Federal Register, 1/24/06
couple families comprised 33.1% of the total, with
the remaining 30% being non-family, or male
headed families. Of the number of families living
below poverty, 76.3 % had children under age 18
residing with them. The rate of children living in
poverty (636 children) was 8% of total children
under age 17 in the county.
In terms of individuals living in poverty, the City’s
1,755 individuals represent 21.2% of the county’s
8,266 persons living in poverty. This percentage
compares to the City of Cartersville’s 20.9% of the
total County population. The rate of children living
in poverty (573 children) in Cartersville was 3.6%
of the total City population and 15.7% of the
County’s 3,658 children. In the instance of Female
Table 1.9
Economic Indicators - 2000
Cartersville and Bartow County
Indicator
Median Family Income
Median Household Income
Persons Below Poverty Level
Children in Poverty
Female Headed Families (1)
Below Poverty Level
Female Headed Families with Children (2)
Under Age 18 Below Poverty Level
Cartersville
Number
48,219
41,162
1,755
Percent
100.0%
Bartow County
Number
49,198
43,660
8,266
Percent
100.0%
% County Total
Percent
98.0%
94.3%
21.2%
573
32.6%
3,658
44.3%
15.7%
196
4.7%
519
2.5%
37.8%
170
4.1%
445
2.1%
38.2%
*Note (1) Percent of Female Headed Families below Poverty Level and their portion of the City of Carterville's
Total Families (4,130) or Bartow County's Total Families (21,028) from the 2000 Census count
* Note (2) Percent of Female Headed Families with children under 18 Below Poverty Level is based on their portion
of the City of Cartersville's Total Families (4,130) or Bartow County's Total Families (21,028) from the 2000 Census.
Source: U.S. Census Bureau, 2000 STF-3
Headed Families Below the Poverty Level, the City’s percentage of all families was
nearly double that of the County (1.1% and .6% respectively). In the context of
percentage comparison, the City’s total of 196 Female Headed Families Living Below the Poverty Level represents 37.8% of the County total of 519 families. The
numbers as well as the comparison of percentage of the overall number of families
living within the two governmental entities reinforce this disparity. The City’s 170
families represent 38.2% of the County’s total 445 families.
In 1990, 942 people, or almost 20% of the total population, reported earning below
$9,999. This can be attributed to the loss of industry during the decade before,
and the economic transformation that the City was about to make. The second
highest percentage of income breakdown was between $20,000 and $29,999. This
is considered lower middle income. Only 4.9% of the population earned over
$100,000.
Table 1.10
Income Distribution - 1990 and 2000
Income less than $9999
$10000 - 14999
$15000 - 19999
$20000 - 29999
$30000 - 34999
$35000 - 39999
$40000 - 49999
$50000 - 59999
$60000 - 74999
$75000 - 99999
$100000 - 124999
$125000 - 149999
$150000 and above
1990
Number
942
493
430
817
396
284
384
247
342
181
68
71
93
Source: US Census 2000, STF-3
2000
%
Number
19.80%
592
10.40%
402
9.10%
460
17.20%
763
8.30%
355
6%
265
8.10%
740
5.20%
472
7.20%
621
3.80%
518
1.40%
265
1.50%
188
2.00%
203
%
10.10%
6.90%
7.90%
13%
6.10%
4.50%
12.70%
8.10%
10.60%
8.90%
4.50%
3.20%
3.50%
In 2000, the income
distribution
shifted
dramatically. The lowest income distribution, below $9,999,
was reduced by almost
half to 10.10% of the
population. The highest income distribution
percentage
became
12.70% for incomes
between $40,000 and
$49,999. Overall the
incomes have steadily
risen. The percentage
of
incomes
over
$100,000 has more
than
doubled
to
11.20%.
Per Capita Income has
been steadily increasing over the last few
decades from $6,569 in 1980 to its current $23,329. Per capita income is expected
to increase to $40,089 by 2030. Since 1980, the City’s per capital income has always been slightly higher than the County’s. This is expected to continue into the
future.
The 2000 Census provides data on the sources of income for the City’s households. As of 2000, 87.5% of the households in the City had some kind of earnings,
with 83% earning a wage or salary income. Social Security income was cited as a
resource by 5.8%, decreased from 6.6% in
1990. Only 6% of the total
Table 1.11
Per Capita Income, 1980 to 2030
households in the City reCity of Cartersville & Bartow County
ported public assistance
income as a source of in1980
1990
2000
2005
2020
2030
come. Persons citing reBartow
5,699
11,748 18,989
22,312
32,279
38,924
tirement income doubled
Cartersville
6,569 14,086 19,977
23,329
33,385
40,089
from 3% in 1990 to 6.1%
Source: US Census
in 2000.
Education
Educational Attainment
Bartow County and the City of Cartersville maintain separate school systems. Table 1.12 summarizes different segments of educational attainment of the adult
population. The major indicators of education levels within the community are
highlighted, including the number of high school and college graduates.
Table 1.12
Educational Attainment - 1990 to 2030
Less than 9th Grade
9th to 12th Grade (no diploma)
High School Graduates (inc. GED)
some College (no Degree)
Balchelor's Degree
Graduate or Professional Degree
Total attending school
1990
1,944
1,372
1,480
551
386
181
5,914
2000
1,167
1,626
2,824
2,026
1,579
757
9,979
2005
973
1,690
3,160
2,395
1,877
901
10,996
2010
779
1,753
3,496
2,764
2,176
1,045
12,013
2020
390
1,880
4,168
3,501
2,772
1,333
14,044
2030
2
2,007
4,840
4,239
3,369
1,621
16,078
Source: Dataviews, Woods and Poole, 2000
Table 1.13
Education levels have drastiEducational Attainment, Percentages - 1990 to 2030
cally increased within the city
since 1990, and are projected
to continue to increase during
1990
2005
2030
the planning horizon. In 1990,
Less than 9th Grade
32.9%
8.8%
0.0%
32.9% of the adult population
9th to 12th Grade (no diploma)
23.2%
15.4% 12.5%
that attended school had less
High School Graduates (inc. GED)
25.0%
28.7%
30.1%
than a ninth grade education.
some College (no Degree)
9.3%
21.8% 26.4%
In 2005, this percentage has
Balchelor's Degree
6.5%
17.1%
21.0%
been reduced to 8.8%; it is anGraduate or Professional Degree
3.1%
8.2%
10.1%
ticipated that this education
Source: Dataviews, Woods and Poole
level will be eliminated by the
year 2030. The City has also
experienced almost a tripling
in the number of college graduates from 6% in 1990 to 17.1% in 2005. By 2030, it
is anticipated that almost 21% of the population will hold at least a bachelor’s degree, while another 10% of the population will continue onto graduate or professional school.
In comparison with the County, the percentage of the adult population with less
than a ninth grade education is slightly lower than the City in 2005 at a little over
7%, although by 2030, both the County and the City are forecast not to have any
of their school age population within this category. The County has a much larger
percentage of people who only graduated high school in 2005, at 36.8% of their
school age population. At the next level of major educational attainment, the
Vol. 2—Technical Analysis___________________ January 2007 _________________________________ Page 10
county and city flip flop in their comparisons. The percentage of the county’s adult
population that graduated from college is almost half that of the City at 10.9%.
This trend will continue into the future with the County having a higher high
school graduation rate, and a lower college graduation rate than the City.
Cartersville Board of Education
The goals of the Cartersville School System are to lead in preparing students for
the challenges of progress and change. The School System includes four facilities:
Cartersville Primary, Cartersville Elementary, Cartersville Middle and Cartersville
High School. Since the last plan update, the following renovations or additions
have been made:
y
Cartersville Elementary School: 17 additional classrooms; additional P.E. gym.
y
Cartersville Middle School: A new building opened 1996 - relocated from current Primary School campus; A band room addition was completed in 2001;
15 additional classrooms were added in 2004.
y
Cartersville High School: a technology classroom was added; the media center
was modified; an auxiliary gym was added; 38 additional classrooms; addition
of media center; new kitchen & cafeteria; a new band room is currently under
construction; renovation of '5010' building classrooms & offices.
In addition to the above renovations and additions, the Cartersville Board of Education is scheduled to begin construction on an Intermediate School in Spring
2007, which is scheduled for completed for opening Fall 2008. This school is being
developed to provide for the impact of the Carter Grove development. A 62-acre
site near the entrance of the
development has been set aside
Table 1.14
for the new school, and a secBoard of Education Level of Service Indicators-2005
ond school as the need arises.
This school will have a capacity
City of Cartersville Board of Education
of 750 students.
2005
Table 1.14 shows each school’s
Facility
Enrollment Capacity
current estimated enrollment
Cartersville Primary
1060
1000
and capacity, and available caCartersville
Elementary
865
750
pacity by facility. Currently,
Cartersville
Intermediate
0
750*
Cartersville Middle and High
Cartersville Middle
885
1200
Schools have available capacity.
Cartersville High
1043
1250
Cartersville Primary and EleSource:
City
of
Cartersville
Board
of
Education
mentary are slightly over capacity, at 60 and 115 students respectfully, although the construction of the Cartersville Intermediate School in the near future will alleviate this problem.
Available
Capacity
-60
-115
750
315
207
As part of A Countywide Strategic Plan for Bartow County in 1999, the Cartersville
school board listed “Respond Proactively to Community Growth” as a goal. This
goal included the following action steps:
y
Fund the construction of a new high school facility and additional facilities as
growth dictates through a SPLOST;
y
Participate in the development of Community Growth Strategic Plan/Impact
Plan, including the following actions: Communicate facility capacity; communicate school demographic data; monitor and project growth; encourage collaboration between education planners; incorporate zoning commission and
land use patterns into decisions; and
y
Educate the public to the impact community growth has on educational programs/institutions: including teacher/pupil ratio, facility needs and financial
projections.
Housing
Due to the desirability of the region, Cartersville faces increasing development pressures as both a bedroom community to the Atlanta metropolitan area and as a potential employment center. The housing assessment promotes a mix and balance of residential development options available to existing and future residents of the City, in
the spirit of maintaining the small town character as desired by many residents.
The purpose of assessing Cartersville’s housing stock is to:
y
Assess the current housing stock in terms of overall population demographics,
special needs populations, economic development and affordability characteristics;
y
Determine the City’s future housing needs in conjunction with population projections, economic development and community goals and policies;
y
Discover and investigate any local housing problems such as substandard
housing, over building, infrastructure and land use suitability;
y
Assess whether an adequate, appropriate, affordable and varied supply of
housing is being offered in
Cartersville to meet the future needs of its citizens;
Table 2.1
and
Households and Dwelling Units Forecast - 2006 to 2030
y
Develop an implementation
plan to promote the City’s
vision and to provide the
adequate provision of housing for all sectors of the
population in the future.
Housing Forecasts
In 2003, there were 7,828
housing units within the City,
with a vacancy rate of 7%.
Forecasts were made from the
year 2006 to the year 2030 utilizing the current vacancy rate
of 7% as a constant. Starting at
the baseline year of 2006, there
were 8,133 units. This translated into 7,788 households.
The number of housing units is
expected to more than double
to 17,939, (for a net increase of
9,806 units), and 16,765
households.
Households
Vacancy
Year
Forecast
Rate
2006
7,788
0.07
2007
8,044
0.07
2008
8,308
0.07
2009
8,581
0.07
2010
8,862
0.07
2011
9,152
0.07
2012
9,451
0.07
2013
9,760
0.07
2014
10,079
0.07
2015
10,407
0.07
2016
10,747
0.07
2017
11,096
0.07
2018
11,457
0.07
2019
11,830
0.07
2020
12,214
0.07
2021
12,611
0.07
2022
13,019
0.07
2023
13,440
0.07
2024
13,874
0.07
2025
14,321
0.07
2026
14,782
0.07
2027
15,256
0.07
2028
15,745
0.07
2029
16,248
0.07
2030
16,765
0.07
Dwelling
Units
8,133
8,607
8,890
9,182
9,482
9,793
10,113
10,443
10,785
11,135
11,499
11,873
12,259
12,658
13,069
13,494
13,930
14,381
14,845
15,323
15,817
16,324
16,847
17,385
17,939
Housing Type
Housing Trends
In 1990, the City of Cartersville had 4,762 dwelling units. Of this total 3,364 were
considered single family attached or detached, and 1,398 were duplex, manufactured housing or multifamily. Single-family housing units are the principal housing type of the area, constituting 71.7% of the total City housing stock. Multifamily
constituted 29.8% of all units. Owner occupied units constituted 57% of all housing units, while renter occupied constituted 43% of the total housing units. Census data shows a very large decrease in vacancy rates between 1990 and 2000
from 7.91% to 4.48%.
By the 2000 Census count, the City had 6,088 total housing units (both occupied
and vacant), representing an increase of 1,326 new housing units since 1990. Of
Table 2.2
Occupied Housing Units by Tenure - 1990 and 2000
1990
%
% of Total
94.0%
54.1%
1.1%
0.6%
1.1%
0.6%
0.3%
0.1%
2.9%
1.7%
0.7%
0.4%
100.0%
57.5%
1990
Renter Occupied
Units
%
% of Total
Single Family Detached
712
35.2%
15.0%
Single Family Attached
47
2.3%
1.0%
Duplex
235
11.6%
4.9%
Multi-Family
963
47.6%
20.2%
Manufactured Home
33
1.6%
0.7%
Other
34
1.7%
0.7%
Total Renter Occupied
2,024
100.0%
42.5%
Total Occupied Units
4,762
100.0%
Source: U.S. Census Bureau, 1990 and 2000
Owner Occupied
Single Family Detached
Single Family Attached
Duplex
Multi-Family
Manufactured Home
Other
Total Owner Occupied
Units
2,575
30
29
7
79
18
2,738
Units
3,369
18
8
0
72
0
3,467
Units
867
156
286
979
72
0
2,360
5,827
2000
%
% of Total
97.2%
57.8%
0.5%
0.3%
0.2%
0.1%
0.0%
0.0%
2.1%
1.2%
0.0%
0.0%
100.0%
59.4%
2000
%
% of Total
36.7%
14.9%
6.6%
2.7%
12.1%
4.9%
41.5%
16.8%
30.5%
1.2%
0.0%
0.0%
100.0%
40.5%
100.0%
this total: 71% were single family detached; 5.9% were either single family attached or duplex; 17.4% were considered multi-family; and 2.5% were considered
Manufactured Housing. This represents an increase in the proportion of singlefamily units, both attached and detached, although there was a slight decrease in
duplex housing types. The proportion of multi-family units decreased from 20% to
17.4%, although numerically there was an increase of 27 units. Mobile home stock
experienced an increase of 31 units, from 2.3% to 2.5% of the total stock. As
shown in Table 2.2, owner occupied housing units have increased by 26.6% between 1990 and 2000, while the number of rental units increased 16.6 %. As a
share, the owner occupied units for 2000
represented
59.4%
and the renter occupied
represented
40.5% of the total, a
shift in owner occupancy over 1990.
Table 2.3
Housing Unit Type Projections - 2010 to 2030
Unit types
2010
Single Family detached
5,074
Single Family attached
226
Duplex
335
multifamily
1,431
Manufactured Home
215
Other
0
Total Housing Units
7,281
Source: DataViews, Woods and Poole, 2000
2020
5,827
277
362
1,724
278
0
8,468
2030
6,581
329
390
2,019
342
0
9,661
The distribution of
housing units is anticipated to remain
constant through the
planning horizon period, with slight adjustments. The proportion of single-family homes is anticipated to increase numerically by 58.6%,
but decrease proportionately to 68.1% by 2030. In addition, a slight decrease in
the representation of single-family attached units (inclusive of attached units and
duplexes) is anticipated, from 7.9 % in 2000 to 7.4 % in 2030, although numerically there will be an increase of potentially 238 units.
Table 2.4
Total Units Permitted by Year 2000 to 2005
Type of Unit
2000
2001
2002
2003
Single Family
277
79
76
25
Multi Family
0
234
21
68
Duplex
8
0
0
2
Total
285
313
97
95
Source: City of Cartersville Planning Department, 2006
2004
131
38
0
169
2005
86
23
1
110
Totals
674
384
11
1069
Percent
63.0%
35.9%
1.0%
100.0%
Over the last 6 years, 1,069 units were granted building permits, categorized as
single-family, multi-family and duplex. The actual permit numbers showed dramatic fluctuations from the norm. Although single-family dwellings were still the
predominant unit type at 63%, multifamily units accounted for almost 36% of the
total dwellings permitted. This substantial increase is due in part to several large
developments in 2001 and 2003 and is not expected to be a significant deviation
from past trends. The housing mix available in Cartersville today is likely to be
very similar to the mix recorded in the 2000 Census.
Household Size
The average household size is steadily decreasing in Cartersville, as following the
trends of the State and Nation as a whole. In 1980, the household size was 2.63.
The current household size for 2005 is 2.58. This household size is lower than
Bartow County at 2.72 and Paulding County at 2.87. Household size is projected
to decrease to 2.53 in 2030. A lower household size represents a more diverse
population that includes not only family households, but also single person
households and empty nesters.
The most prevalent type of households in the
City is small, with over 57% comprised of a
single or two persons. This indicates that alCity of Cartersville
though the majority of the population falls
within the workforce age group of 25 to 65, a
Size of Household
Number Percent
large proportion of this group are single and
5,827
Total:
100.0%
two person households, either couples with1,509
1-person household
25.9%
1,856
out children, young persons entering the
2-person household
31.9%
936
3-person household
16.0%
workforce, single persons or empty nesters
857
4-person household
14.7%
below the retirement age. As well, seniors over
374
5-person household
6.4%
65 typically are single or live in two person
102
6-person household
1.8%
households. Smaller households are more
193
7-plus-person household
3.3%
flexible in their housing choice, seeking conSource: 2000 Census STF-3
dominiums, townhouses, apartments and
smaller houses. Medium sized households,
comprised of three to four persons, are typically accommodated in a minimum of two to three bedroom homes, and therefore
may have more options to choose between
single-family detached, attached or multifamily housing types. Medium sized
Table 2.6
households, representing of couples with
Household Size by Tenure - 2000
children, or single headed households with
children, constitute 30.7% of the houseType/Tenure
Number
Percent*
holds in the City. Just over 11% of the
5,827
Total
population is considered large households
3,467
Owner occupied:
59.5%
with five or more persons, which usually
1-person household
718
20.7%
require homes with three or more bed2-person household
1,226
35.4%
3-person household
615
17.7%
rooms.
Table 2.5
Household Size, 2000
Looking at household size by tenure, over
55% of the owners are comprised of single
and two person households, slightly lower
than, but consistent with the citywide proportion. Over 60% of the renters are comprised of single and two person households, higher than the citywide proportion.
In contrast, a higher proportion of medium
sized households are owner-occupied than
renters, at 33.8% owners compared to
26.3% renters. A higher proportion of renters are large households, with 13.4% of the
558
4-person household
16.1%
5-person household
195
5.6%
6-person household
71
2.0%
7+person household
84
2.4%
2,360
Renter occupied:
40.5%
791
1-person household
33.5%
2-person household
630
26.7%
3-person household
321
13.6%
4-person household
299
12.7%
5-person household
179
7.5%
31
6-person household
1.3%
7+person household
109
4.6%
*Note: Percent is calculated on total within tenure
Source: 2000 Census STF-3
renter households having five or more persons. In comparison, 10.0% of the owner
households were comprised of five or more persons. This indicates a need for larger rental units of three bedrooms or more, typically accommodated either by
three bedroom apartments, three or four bedroom attached townhome or duplex
products, or single family homes with three or more bedrooms.
Quality of Housing
In 2000, 634 of the City’s 6,088 housing units were constructed prior to 1939,
which amounted to 10% of all housing units. By way of comparison, Bartow
County’s 1,651 housing units built prior to 1939 comprise only 5.8% of all housing units within the County. The City’s pre-1939 units comprised 37.7% of the
County total. In the case of Cartersville, older homes are considered an asset as
witnessed by the City’s three Historic Districts, and therefore this statistic should
not automatically be assumed to represent substandard quality. Although there
are still structures that need to be updated and renovated, many of the city’s older
residences have been renovated or are undergoing renovation.
There were very few homes within either the City or County lacking adequate
plumbing facilities in the 2000 Census, with 0.2% of the units located in Cartersville and 0.3% located in Bartow County. Most of the older homes within the City
were constructed either with plumbing or have been upgraded.
Affordability and Demographics
Housing Costs
The median property value in Cartersville increased from $69,300 in 1990 to
$106,600 in 2000. By 2003, the average home value for existing units and re-sales
had risen to $135,236 in the City of Cartersville (source: www.buybartow.com)
More recent 2005 data for Bartow County indicates an average resale housing
value of $147,900, which is most likely reflective of the housing conditions in the
City. In 2005, the average value of sales of new homes and townhouses was
Table 2.7
Median Housing Value - 2000
City of Cartersville and Bartow County
Indicator
Median Value
Less than $200.00
$200.00 to $299.00
$300.00 to $499.00
$500.00 to $749.00
$750.00 to $999.00
1000.00 to $1400.99
$1500.00 or more
No Cash Rent
TOTALS
Source: U.S. Census 2000, STF-3
Cartersville
#
%
$106,600
N/A
152
6.4%
134
5.7%
454
19.2%
1,111
47.1%
312
13.2%
106
4.5%
91
3.9%
2,360
100.0%
Bartow County
#
%
$99,600
N/A
316
4.8%
334
5.1%
1,425
21.6%
2,791
42.4%
1,030
15.6%
247
3.8%
438
6.7%
6,581
100.0%
% of County Total
%
107.0%
48.1%
40.1%
31.9%
39.8%
30.3%
42.9%
20.8%
35.9%
$214,315 for single family and $95,735 for townhouses. This average sale price is
higher than the average sales price of $99,600 in the County.
The median rent in the City of Cartersville increased from $373 in 1990 to $574 in
2000. As of 2003, the average rent for a two bedroom home had risen to $692. The
median rent is comparable to the County as a whole, at $574 in 2000 and $575 in
Table 2.8
Rental Housing Rates - 2000
City of Cartersville and Bartow County
Indicator
Median Rent
Value Range:
Less than $50,000
$50,000 to $99,999
$100,000 to $149,999
$150,000 to $199,999
$200,000 to $299,999
$300,000 to $499,999
$500,000 to $999,999
$1,000,000 or more
TOTAL
Cartersville
#
%
574.00
Bartow County
#
%
575.00
280
1,214
867
437
310
124
9
0
3,241
943
6,725
4,683
1,634
948
235
32
2
15,202
8.6%
37.5%
26.8%
13.4%
9.6%
3.8%
0.3%
0.0%
100.0%
% of County Total
%
99.8%
6.2%
44.3%
30.8%
10.8%
6.2%
1.5%
0.2%
100.0%
29.7%
18.1%
18.5%
26.7%
32.7%
52.8%
28.1%
0.0%
21.3%
2003, but higher than any other incorporated area in the County. This is not unusual due to newer multi-family units constructed in Cartersville. Median rental
rates within the City and the County are almost exactly equal all along the rental
rate continuum. One factor that is highly significant, however, is that the City’s
Graph (5)
Housing Values in the City of Cartersville:
As of Census 2000
37.5%
40.0%
35.0%
26.8%
30.0%
25.0%
13.4%
20.0%
15.0%
9.6%
8.6%
3.8%
10.0%
0.3%
0.0%
5.0%
0.0%
Value Range:
Less than $50,000
$50,000 to $99,999
$100,000 to $149,999
$200,000 to $299,999
$300,000 to $499,999
$500,000 to $999,999
percentage of rental housing is higher in comparison to the County as a whole.
While containing only 20.9% of total County residents, Cartersville contained
35.9% of all rental housing. Although this statistic stands out, on further exploration, it is common for higher density and multi-family land uses to be clustered in
the vicinity of a city where infrastructure and services may be more readily available, than unincorporated portions of counties.
An internet survey of rental housing in July and September 2006 yielded limited
results:
y
There were 2 one-bedroom homes listed at $550 per month.
y
A one-bedroom home was listed at $900 and a three-bedroom home at $1,250.
y
Two-bedroom townhomes were listed at $600, $625, $650, $795 and $995 respectively.
The internet search also yielded apartment listings, summarized in Table 2.9.
Table 2.9
Representative Rental Complexes - 2006
Apartment Name
Alexandria Landing
Bedrooms
1 to 3
Avonlea Highlands
1 to 3
Somerset Club
1 to 4
Rosewood
1 to 3
Vineyards of Cartersville
1 to 3
Amberwood Apartments
(income restricted)
0 to 2
Rental Range
1 bed = $499
2 bed = $595
3 bed = $699
1 bed = $635-785
2 bed = $755-985
3 bed = $945-$1,035
1 bed = $549-$650
2 bed = $649-$710
3 bed = $799-$870
4 bed = $995-$1,095
1 bed = $$560
2 bed = $670
3 bed = $750
1 bed = $595
2 bed = $685
3 bed = $795
studio = $413
1 bed = $537
2 bed = $644
Source: Internet Listings, July 2006
Based on this limited sample, there are a number of rental opportunities within
the affordability range of households earning incomes 50 percent and below the
county median, based on the HUD MFI. There also appears to be a range of unit
sizes, from studios to four-bedrooms, although only one complex inventoried had
four-bedroom units. A number of the complexes were income restricted, where the
occupant could not earn above a set limit in order to qualify for the rate.
Within the Northwest Georgia region, Cartersville is a relatively inexpensive place
to own and rent a home. In comparison to counties adjacent to Bartow County
within the northern Atlanta metropolitan region, such as Cherokee and Cobb
County, the City had one of the lowest median home values in 2000, as well as the
lowest median rent. The average home value in Cherokee and Cobb Counties in
2003 was $210,750 and $262,662 respectively, and the average rent was $850
and $835 respectively, as compared to $135,236 and $692 (2003 costs) in Cartersville. The median mobile home value was also one of the lowest in the
northwestern Atlanta metropolitan region, at $35,400. This indicates the City
represents an affordable ownership and rental opportunity just on the outskirts of
the Atlanta metropolitan region. Paulding County to the south had a comparable
home cost of $135,741, although average rent in 2003 was higher at $850.
Table 2.10
Comparable Home Values
Cartersville and Surrounding Counties, 2000
Price Range
Up to $125,000
125,000 – 199,000
200,000 - 299,000
300,000+
Total
Cherokee County
#
%
16,751
40%
15,623
36%
6,212
15%
2,917
7%
41,503
100
Cobb County
#
%
56,508
36%
58,725
38%
25,386
16%
14,456
9%
155,075
100
Paulding County
#
%
16,804
69%
5,887
24%
1,227
5%
465
2%
24,383
100
Floyd County
#
%
17,195
76%
3,543
16%
1,304
6%
698
3%
22,740
100
Bartow County
#
%
14,794
72%
3,911
19%
1,230
0%
509
3%
20,444
100
Cartersville
#
%
2,149
62%
831
24%
345
10%
142
4%
3,467
100
However, compared to other counties adjacent to Bartow County outside of the Atlanta metropolitan area, such as Floyd County to the west, Gordon County to the
north, and Polk County to the southwest, the City is a slightly more costly place to
live. Although Cartersville had a much higher proportion of homes in the lower
price ranges as compared to Cobb and Cherokee Counties, where 62% of the units
were below $125,000, (which is generally affordable to households earning up to
and above 50% of the median income), as compared to 36 and 40% respectively, it
had a lower percentage than Bartow County, Floyd County, Polk County (not
shown) and Paulding County. Conversely, it had a higher proportion of units in
the upper price ranges than the surrounding counties to the north, west and
southwest, but a lower proportion of executive and move-up housing than Cobb
and Cherokee counties in the northern portion of the Atlanta metropolitan area.
An overview of home prices listed on MLS in July 2006 indicates appreciation has
occurred since the 2000 Census. The following findings were made:
y
Out of a sample of 94 listings on the MLS in July 2006, there were eight units
(8.5% of sample) offered for under $99,000. Three of these units were twobedroom townhomes;
y
18 units (19.1% of sample) were listed between $99,000 and $126,900, the
majority of which were small and/or mature three bedroom detached homes;
y
There were 37 units (39.4% of sample) listed between $127,000 and $200,000,
indicating a large stock of moderately priced units, most with three bedrooms;
y
In the move-up price range, there were 13 units (13.8% of sample) between
$201,000 and $300,000. The 16 remaining units were valued between
$300,000 to $469,850, with a single unit at $895,000. This indicates that a
proportion of the move-up and executive housing is still within the range of
moderate-income households in the City.
y
A sample of 22 townhome and condominium listings revealed that the majority
of attached products on the market are reasonably priced, with 18 (81.2% of
sample) of the listings below $120,000. However, there were none listed below
$100,000. The majority of the townhomes had two bedrooms.
Table 2-11 presents representative new home prices in the City, based on internet
listings. There were two listings of new products, both townhomes, under
$100,000. Two of the new home projects presented homes with asking prices of
less than $126,000, one of which is a townhome project. Three of the new home
communities offered homes between $127,000 and $200,000. There were eight
new communities with prices in the mid-$200,000’s, and one starting in the mid$400,000’s.
Table 2.11
Representative New Housing Communities - 2006
Neighborhood Name
Bedrooms
North Village
3 and 4
The Villas at Middlebrook
2 and 3
Eagle Glen Townhomes
2 and 3
Middlebrook Townhomes
2 and 3
Fairview Terrace
2 and 3
Clearview
3 and 4
Woodvine
3 and 4
Hamilton Crossing
4 bed
Roland Springs Estates
4 bed
Stone Gate
3 and 4
Griffin Manor
4 bed
Grove Park
3 bed
Winfield at Carter Grove
3 and 4
Carter Grove (Grace Venture homes)
3 and 4
Carter Grove (J. Rutenbert homes)
4 and 5
Eagles Lake
4 bed
Source: MLS Listings, July 2006
Price Range
from $220,000's
from $109,000
$110,000 - $120,000
$95,500 - $108,000
$89,900 - $97,900
from the $170,000's
from $137,900
from $179,000
mid $200,000's
from the $260,000's
$229,000-$260,000's
$239,000-$250,000's
$230,000-$253,900
$265,000-$285,000
from the $400,000's
from the $240,000's
Type
SFD
SFD
TH
TH
TH
SFD
SFD
SFD
SFD
SFD
SFD
SFD
SFD
SFD
SFD
SFD
Although essential to meeting housing needs, the provision of a sufficient number
of dwelling units will not in itself ensure that the entire population will be adequately housed. For example, households with insufficient income to purchase or
rent quality housing may be denied a choice of housing location, adequate size, or
type because appropriate housing at acceptable cost is not adequately dispersed
throughout the community. Historically, the private sector generally responds to
the majority of the community’s housing needs through provision of market rate
housing. However, due to economic conditions and trends within the State, the affordability of market rate housing is declining.
Households in Need/Cost Burdened Households
The State Department of Community Affairs has compiled information on households reporting some kind of housing problem. These include persons with AIDS,
persons having sustained family violence, the elderly, persons with a disability,
and persons encountering substance abuse. The characteristics of persons with
housing problems are further evaluated by size of household, income, tenure,
household type, age and race. Using income guidelines as provided by the Department of Community Affairs, households paying between 30% and 49% of their
income are considered “cost-burdened” and households paying over 50% are “severely cost-burdened.”
The Department of Community Affairs data indicates that 1,563 households
(26.6% of total City households) reported some kind of housing problem. Of these,
965 (40.8% of all renters) were renter households and 580 (16.8% of all owners)
were ownership households. Of the total, 983 households were extremely low income (incomes less than 30% of the MSA median); 807 were considered very low
income (30 and 50 of the MSA median); and 1,179 were considered low income,
(between 50 and 80% of the County median). A greater proportion of the lower income households were also renters, with almost one-half of the renters reporting
incomes less than 50% of the median as compared to only 19.7% of the owners.
Table 2.12
Households Reporting Housing Problems
Category
Total Cost
Burdened
Severely Cost
Burdened
Total
Problems
Total
Households
Total City
21.4%
9.1%
26.6%
5,819
Total City Renter
29.5%
13.0%
40.8%
2,365
Total City Owner
15.8%
6.5%
16.8%
3,454
Total City @ 30% MFI
61.6%
41.9%
64.2%
983
Total City @ 30-50% MFI
38.2%
11.0%
46.1%
807
Total Renter @ 30-50% MFI
43.6%
10.4%
55.0%
433
Total Renter @ 30% MFI
63.2%
38.8%
66.9%
677
Total Owner @ 30-50% MFI
31.8%
11.8%
35.8%
374
Total Owner @ 30% MFI
48.7%
58.2%
58.2%
306
Elderly Renter @ 30-50% MFI
54.5%
36.4%
54.5%
55
Elderly Renter @ 30% MFI
33.8%
50.8%
55.4%
325
Elderly Owner @ 30-50% MFI
29.8%
12.8%
29.8%
235
Elderly Owner @ 30% MFI
39.7%
51.4%
51.4%
214
Large Family Renter @ 30-50% MFI
41.2%
0.0%
100.0%
34
Large Family Renter @ 30% MFI
Large Family Owner @ 30-50% MFI
85.2%
0.0%
29.6%
0.0%
85.2%
50.0%
27
Large Family Owner @ 30% MFI
100.0%
100.0%
100.0%
15
Small Family Renter @ 30-50% MFI
37.90%
6.70%
50.90%
224
Small Family Renter @30% MFI
Small Family Owner @ 30-50% MFI
52.5%
77.5%
82.5%
200
43.8%
4.5%
43.8%
89
Small Family Owner @ 30% MFI
73.1%
79.1%
79.1%
67
30
Total
< 50% MFI
1,790
1,110
680
380
449
319
350
424
156
Note: Cost burdened is 30-50% of income for housing. Severely cost burdened is over 50% of income for housing.
Source: Dataviews and HUD CHAS reports, 2000
The DCA data also provides insight into other characteristics of households reporting housing problems. Over 59% of owners with housing problems fall within
the workforce age (age 25 to 59), with 21.9% (343) of all households with problems
within this age cohort. Ownership households with the head of household over age
59 comprise 39% (226) of the owners reporting problems, representing 14.5% of all
households with problems. This corresponds with the proportional representation
of the senior population in the City, at 14%. Renters with housing problems are
also primarily in the workforce age group, at approximately three times greater
proportion than the senior renter households, at 384 and 128 respectively. However, these proportions generally follow the distribution of age in the City.
In terms of household type, 64.9% of owner households reporting a problem were
married-couple families; female heads of household constituted 14% of the owner
households. Non-family households made up 17% of the owner households with
problems. Among renters, non-traditional family types (female headed and maleheaded households) and non-family households comprised 63.2% of the renter
households with problems. Female-headed family households represented 21.9%
of renter households with problems, and another 22.2% were non-family female
households. Married couple families represented 36.8% of renter households with
problems.
Almost 100% of the owners reporting housing problems resided in single-family
detached units and mobile homes. In contrast, renter households reporting problems resided in a variety of housing unit types, although almost 50% lived in a
single family detached unit, and another 12.3% resided in a mobile home. Approximately 9% resided in single-family attached and duplex units, and the remaining 29.6% lived in multi-family rentals.
Four household income categories are typically used to evaluate housing cost burden, consistent with definitions of very, low and moderate-income households
used in various federal and state housing programs, e.g. housing choice vouchers,
HOME and other income based assistance programs. HUD uses an Atlanta Metropolitan Area income figure for several of the counties in the extended ARC area,
and does not break out Bartow County (and the City of Cartersville) individually in
terms of Median Family Income classifications. The 2005 HUD Median Family Income (MFI) for the Atlanta Metropolitan Area was $69,300. These median income
figures appear quite high as compared to the City’s estimated median household
income of $42,123 (in 2002 dollars). However, cost burden analysis looks at income potential in terms of rent or monthly mortgage expended in relation to the
local Cartersville and Bartow County housing prices, which is more reflective of
the income characteristics of the population.
Table 2.13 identifies the income ranges, based on the HUD MFI guidelines, and
the rent or home purchase price affordable to each group in 2006. The proportion
of persons in each income category is based on 2000 income classification breakdowns and the 2000 HUD MFI. The table assumes a 10 % down payment, 1 %
property tax and P&I. Almost 40 % of the City’s population falls within the very
low-income category with incomes below 50 % of the Atlanta MSA median income.
Another 21.4 % falls within the low-income classification, with an income between
50 and 80 % of the Atlanta MSA median. Overall, just over 61 % of the total City
households are considered lower income.
Based upon the distribution of housing prices in 2000, there appears to be an
adequate stock in the income range affordable to Very Low income households
(less than 50% of MFI) with a notable proportion located in the incorporated areas.
According to the Census, the County also has a wealth of homes in the range affordable to persons in the low income classifications (between 50 and 80% of the
MFI) and a growing inventory of homes affordable to moderate and above moderate
income households, with the bulk of higher priced homes located in the unincorporated portions of the County.
Table 2.13
HUD Income Classifications - 2005
Classification
Annual Income
(2005)
% of
Population
(2000)*
39.7%
21.4%
18.7%
20.2%
Maximum
Affordable
Rent (2005)
$866
$1,386
$2,079
$2,080+
$1,732
Very Low
0 - $34,650
Low
$34,650 - $55,440
Moderate
$55,441-$83,160
Above Moderate
Above $83,160
Median
$69,300
Source: HUD Median Family Income Limits, 2005, for Atlanta MSA
Note: % of population based on 2000 MFI limits and 2000 Income distribution
Maximum
Affordable Purchase
Price (2005)
$126,500
$202,500
$303,500
$304,000
$253,100
Two indicators are used to determine cost burdened households: overpayment and
overcrowding. Overpayment refers to renters and owners who must pay more than
30 percent of their gross income for shelter. Using a disproportionate share of income may cause a series of related financial problems which may result in deterioration of housing stock, because costs associated with maintenance must be sacrificed for more immediate expenses (e.g. food, medical care, clothing, and utilities),
or overcrowding results in the use of inappropriate housing types or sizes to suit
the needs of the households.
Review of the number of households paying more than 30% of their income for
housing, both ownership and rental, provides an indication of households in need.
Utilizing the CHAS Households in Need data, there were 1,245 households, 21.4%
of total City households, reporting a housing cost burden of between 30% and
50%. Approximately 15.8% of ownership households (545 households) in the City
are considered cost burdened, and 29.5% of renter households (698 households)
reported a cost burden. Renter households at any income classification in the City
appear to experience a higher incidence of cost burden. Based on the above information, 61.6% (605) of the households earning less than 30% of the median are
considered cost burdened, with another 38.2% (258) of the households earning between 30 and 50% of the median reporting a cost burden. Interestingly, 209 of
these cost burdened households (16.8%) fell within the low income category, with
incomes between 50 and 80% of the median, and 120 of the cost burdened households (9.6%) were considered moderate and above moderate households.
While the severely overburdened category includes approximately 530 persons, the
percentage is still relatively low, at 9.1% of total County households, with the ma-
jority earning below 50% of the median. Approximately 41.9% of the households
with incomes below 30% of the median (412 households), and 11% of the households with income between 30 and 50% of the median (89 households) reported a
severe cost burden. The City is actively working to reduce this problem with both
their North Towne Revitalization Program and their partnership with the Housing
Authority to move renters into single-family homes.
Cost Burdened Renters
Although proportions differ slightly from DCA data, the Census reports by both
tenure and income category, households that paid over 30% of their income for
housing costs. The Census reports approximately 34.5% of the renters (815) were
considered cost burdened. This constitutes 14.1 % of the total City households.
Approximately 26.4% (623) of
the cost burdened renters had
Table 2.14
incomes under $20,000 (less
Renters Paying More than 30% of Their Income - 2000
than 30% of the median City
income), and 6.3% of the overpaying renters had incomes of
Category
Number
% of Renters % Income Group
between $20,000 and $34,000
TOTAL Renters
2,360
Less than $10,000
371
15.7%
(between 30% and 50% of the
30% or more
287
12.2%
77.4%
City median), which indicates
$10,000 to $19,999
536
22.7%
30% or more
336
14.2%
62.9%
that 32.7% of cost burdened
$20,000 to $34,999
564
23.9%
renters had incomes of less
30% or more
148
6.3%
26.2%
than 50% of the median. This is
$35,000 to $49,999
454
19.2%
30% or more
44
1.9%
9.7%
13.3 % of all households in the
$50,000 to $74,999
323
13.7%
City. As a proportion of the
30% or more
0
0.0%
0.0%
lower income groups, 68.7 % of
$75,000 to $99,999
51
2.2%
30% or more
0
0.0%
0.0%
the extremely low income
$100,000 to $149,999
61
2.6%
households (incomes of 30%
30% or more
0
0.0%
0.0%
and below the County median),
Total Paying over 30%
815
34.5%
Source: 2000 U.S. Census, STF-3
and 26.2% of the households
with incomes between 30 and
50% of the median overpaid for
housing, constituting 52.4% of
the workforce renter households. Almost 10% of the households in the low-income
category experienced overpayment, which constitutes 1% of all renters, and less
than 1% of all households in the City. There were no moderate or above moderateincome households reporting overpayment of rent.
Cost Burdened Owners
The U.S. Census also tabulates overpayment by income group. Over 15% of the
owner households overpaid for housing, the majority of which fell within the parameters of lower income classifications per HUD Income Limits. Approximately
14.6 % of the owner households had incomes under $20,000 (considered extremely low income - less than 30% of the median income), 14.3% of the cost burdened owners had incomes between $20,000 and $35,000 (very low income - between 30 and 50% of the median), and 13.8% had incomes between $35,000 and
$50,000 (low income - between 50 and 80% of the median), representing 42.7% of
total City households. Of these lower income households, 30.9% paid more than
30% for mortgage costs, which constitutes 13.2% of the total City households. The
highest proportions of households overpaying fell within the extremely low-income
group, where 46.6% paid over 30% for mortgage costs. As well, 31.1% of the
households in the low-income classification were considered cost burdened.
Table 2.15
Overpayment of Mortgage - 2000
Category
Number
TOTAL with a Mortgage
3,421
202
Less than $10,000
102
30% or more
298
$10,000 to $19,999
131
30% or more
489
$20,000 to $34,999
72
30% or more
472
$35,000 to $49,999
147
30% or more
755
$50,000 to $74,999
36
30% or more
474
$75,000 to $99,999
23
30% or more
380
$100,000 to $149,999
16
30% or more
171
$150,000 and above
0
30% or more
527
Total Paying over 30%
Source: U.S. Census, STF-3, 2000
% of Owners
5.9%
3.0%
8.7%
3.8%
14.3%
2.1%
13.8%
4.3%
22.1%
1.1%
13.9%
0.7%
11.1%
0.5%
5.0%
0.0%
15.4%
% Income Group
50.5%
44.0%
14.7%
31.1%
4.8%
4.9%
4.2%
0.0%
These low-income households are the population that merits consideration, as
households in the higher income ranges may be over-extending themselves for the
privileges of home ownership, such as a greater investment return and larger
home.
Comparison of Housing Cost to Affordability
Table 2.16 indicates that 32.5% of the renters in the City pay more than 30% for
their housing. When comparing the need of 1,471 total households requiring rents
of $866 or less per month (for households incomes up to 50% of County median)
with the findings of the representative rental unit survey of apartment complexes
only, all but one of the six apartments surveyed offered one, two and three bedroom units with rents below $866 per month. The sixth complex offered one and
two bedroom units within this price range. Four bedroom units existed at rents affordable only to households with incomes between 50 and 80 % of the Atlanta
MSA median income. However, 907 of those households require rents of $524 or
lower per month, for households with incomes up to 30% of the median. There
were two apartment complexes reporting rents of less than $499 per month, and
these lower cost rental units were either studio or one-bedroom units. One of the
complexes offered one-bedroom units for $537 per month, which could be consid-
Table 2.16
Gross Rent as a Proportion of Income
City of Cartersville, 2000
Percentage
Total:
Less than 10 percent
10 to 14 percent
15 to 19 percent
20 to 24 percent
25 to 29 percent
30 to 34 percent
35 to 39 percent
40 to 49 percent
50 percent or more
Not computed
Source: 2000 Census, STF-3
Number
2,360
140
222
487
308
306
173
129
145
320
130
%
100.0%
5.9%
9.4%
20.6%
13.1%
13.0%
7.3%
5.5%
6.1%
13.6%
5.5%
ered within this price range.
Internet listings yielded findings
of townhomes and a onebedroom single-family home
with rents below $688 per
month rent, but none less than
$550 per month. The shortfall
of rental units at rents below
$500 per month contributes to
the finding that 68.7% of the
extremely low-income group
overpaid for housing.
Although the exact numerical
distribution of the units with
the rents or housing costs is
not available, nor was this an
all-inclusive survey, it can be
deducted that there are sufficient rental units to meet the
needs of the workforce households with incomes between 30 and 50% of the Atlanta MSA median. However, there is likely a shortfall of units, which offer rents
affordable to households with annual incomes below $20,000. However, although
none was found in recent listings, the stock of mobile homes in the City may offer
a lower cost alternative to apartment complexes and townhome rentals. Of the 72
households residing in mobile homes, 20% reported overpayment, with the remaining 80 % paying below 30% of their incomes. In addition, there are currently
298 income assisted living apartments operated by the Etowah Area Consolidated
Housing Authority. The primary aim of the Authority is to assist and facilitate
public assistance individuals with a move into owner occupied housing.
In evaluating the affordability gap between incomes and mortgages for owner
households, 44.2% of the cost burdened owners had incomes under $20,000 (less
than 30% of the median City income), and 13.7 % of the owners had incomes of
between $20,000 and $34,500 (between 30% and 50% of the City median), which
indicates that 57.9% of cost burdened owners had incomes less than 50% of the
City median income.
When comparing approximately 500 households requiring homes with mortgages
of $99,000 or lower (households with incomes up to 30% of City median) with the
findings of the representative housing unit survey of new and resale housing currently on the market, it is clear that the extremely low income household’s needs
will not be met by the private market, and that government assistance is necessary. There were four new home communities with unit costs at less than
$126,000, two of which offered townhomes at costs below $99,000. In the resale
market, out of a sample of 94 units, 8.5% were listed below $99,000, and therefore
affordable to households with incomes below 30% of the Atlanta MSA median, although 14.6% of the ownership households require units listed at this price point.
Mobile homes provide an affordable alternative, as the median value is $35,400,
but no units were listed on the market at this time. When comparing the need of
989 total households requiring homes of $126,500 or less (for households with in-
comes up to 50% of City median), just over 19% of the units in this survey were
listed between $100,000 and $126,000, and over 81% of a survey of 22 townhomes were listed between $100,000 and $126,000, indicating that there are sufficient units available on the market to satisfy the income requirements of the upper range of the workforce population with incomes between 30 and 50% of the Atlanta MSA median. Those households earning between 50 and 80% of the Atlanta
MSA median should have less trouble finding units within their affordability
range, as almost 40 % of the resale units, and three new housing communities, offered units between $127,000 and $202,500, in addition to the available units
with prices below $126,000.
The ability of a resident to become a “first time home buyers” is based on availability of adequate housing in a price range that they can afford. Based on the 2000
Census count, there were 1,494 houses in the City of Cartersville whose
value/price was $99,999 or less. When raised to $149,999 the number of singlefamily residences increased by 867 to 2,631. In the price range of $99,999 or less,
the 1,494 units represented 46.1% of all housing units; housing units less than
149,999 represents 72.9% of all housing units in Cartersville. However, local real
estate agencies are reporting a 4.6% annual appreciation rate, which could add
almost $23,000 to a previously $99,000 home, and therefore would reduce the
number of units available within each of the value categories as reported by the
2000 Census. When compared to Bartow County housing values, all units in the
County with values less than $99,999 (7,668) represent 50.5% of the County’s
housing stock, and housing units valued at $149,999 or less includes 12,351
housing units, or 81.3% of the total County housing stock.
A distinction between renter and owner overpayment (paying 30% or more of income for housing) is important because, while homeowners may overextend themselves financially to afford a home purchase, the owner maintains the option of
selling the home and may realize tax benefits and appreciation in value. Renters,
on the other hand, are limited to the rental market, and are generally required to
pay the rent established by that market. The discrepancy between owner and
renter households is largely reflective of the tendency for year round renter households to have lower incomes than do owner households. Although this is not an
overwhelming problem in the City, as this segment of the population represents
5.3% of the total households in the City, efforts to reduce the cost burden of ownership housing should be considered, particularly workforce income ownership
households with incomes below 50% of the median.
Overcrowding
In response to higher housing prices, lower income households must often be
satisfied with smaller, less adequate housing for available money. This may result
in overcrowding. Overcrowding places a strain on physical facilities, does not
provide a satisfying environment, and eventually may cause conditions which
contribute both to deterioration of the housing stock and neighborhoods in
general.
The Bureau of Census defines overcrowded housing units as “those in
excess of one person per room average.” Overcrowding is often reflective
of one of three conditions: 1) either a
family or household is living in too
small a dwelling; 2) a family is required to house extended family
members (i.e. grandparents or grown
children and their families living with
parents, termed doubling); 3) a family
is renting inadequate living space to
non-family members, also representing doubling.
The number of rooms available in a
residence, and the proportion of larger
or smaller units in a jurisdiction influence the incidence of overcrowding.
The majority of housing units (70.1%)
Table 2.17
Rooms Per Unit - 2000
Size
Number
%
6,088
64
182
545
1,021
1,379
1,185
786
474
452
1.1%
3.0%
9.0%
16.8%
22.7%
19.5%
12.9%
7.8%
7.4%
Total:
1 room
2 rooms
3 rooms
4 rooms
5 rooms
6 rooms
7 rooms
8 rooms
9 or more rooms
Source: 2000 Census, STF -3
Table 2.18
Bedrooms by Tenure - 2000
Number of Bedrooms
Total:
Owner occupied:
No bedroom
1 bedroom
2 bedrooms
3 bedrooms
4 bedrooms
5 or more bedrooms
Renter occupied:
No bedroom
1 bedroom
2 bedrooms
3 bedrooms
4 bedrooms
5 or more bedrooms
Number
5,827
3,467
0
78
494
2,068
682
145
2,360
82
637
1,018
586
37
0
% of Total
100.0%
59.5%
0.0%
1.3%
8.5%
35.5%
11.7%
2.5%
40.5%
1.4%
10.9%
17.5%
10.1%
0.6%
0.0%
% of Tenure
100.0%
0.0%
2.2%
14.2%
59.6%
19.7%
4.2%
100.0%
3.5%
27.0%
43.1%
24.8%
1.6%
0.0%
in the City have five or more rooms, with the median number of rooms per unit at
5.4. Over 28% of the units are considered large, with seven or more rooms. Analysis of the number of bedrooms in a unit also provides insight into overcrowding issues.
The proportion of ownership homes with four or more bedrooms, comparable to
units with seven or more rooms, was 11.7 % of the total housing stock in 2000,
and 23.9% of owner units. Recent development trends some 2000 of move-up and
executive housing has increased the proportion of units with more rooms. Conversely, the proportion of units with smaller number of bedrooms (none, one and
two) which correlates to homes with less than four rooms was 9.8%, constituting
16.4% of all of the owner units. Although this proportion may have decreased
somewhat since 2000, a number of the new townhome products consist of twobedroom units. The majority of units in the City in 2000 had three bedrooms, at
35.5% of total occupied housing stock, and 56.9% of owner occupied housing
stock.
In 2000, the proportion of larger rental units with four or more bedrooms was less
than 1%. With the construction of an apartment complex offering four bedroom
rental units since 2000, this proportion may have increased slightly. Although larger units are not numerous within the multi-family housing product, a large proportion of renters choose older single-family homes to meet there needs. As outlined in the above statistics, units with three bedrooms are well supplied in the
overall housing market. Two bedroom rental units remain the predominant unit
size, comprising 17.5% of total occupied housing stock and 43.1% of rental units.
Table 2.19
Occupants per Room - 2000
Number of Occupants
Total:
Owner occupied:
0.50 or less occupants
0.51 to 1.00 occupants
2.01 or more occupants
Renter occupied:
0.50 or less occupants
2.01 or more occupants
Households
5,827
3,467
2,635
788
28
16
0
2,360
1,314
748
213
47
38
% of Total
100.0%
59.8%
45.2%
13.5%
0.5%
0.3%
0.0%
40.2%
22.6%
12.8%
3.7%
1.0%
0.7%
% of Tenure
100.0%
76.0%
22.7%
0.8%
0.5%
0.0%
100.0%
55.7%
31.7%
9.0%
2.0%
1.6%
According to the Census, approximately 6.2% of all households (342) in the City
reported overcrowded housing conditions, of which 12.9% were owner occupied
units and 87.1 % were renter occupied units. Proportionately, renters experienced
overcrowding at a higher rate than owners did – with 12.6% of renters living in
overcrowded units as compared to 1.3% of owners. This is reflected in the fact that
within the City, owners experiencing overcrowding comprised 0.8% of the total
households, while renters experiencing overcrowding comprised 5.4% of the total
households, although proportionately renters represented 40.2% of the total
households.
Although the proportions and actual numbers among homeowners are low and not
considered an extremely pressing issue, the higher proportion of renters experiencing overcrowding may be an indication that renters are not finding suitable
housing with adequate number of rooms with rents affordable to their incomes. In
some cases, renters may choose to share rooms, where four or more persons may
share a one or two bedroom housing unit. Based on the cursory internet review,
there was only one apartment complex with four or more bedrooms. Single family
detached and townhome/condo units which have been converted to rentals
apparently are the only other resource for four or more bedroom rental options,
although the majority of such rentals are typically found to be at the higher ranges
of the rental prices.
Revitalization Areas
There are two primary areas within Cartersville that show disinvestment, deteriorating conditions, overcrowding and a concentration of cost-burdened households.
These two areas are the Tennessee Street corridor and North Towne Revitalization
area. Redevelopment efforts are underway at both locations, and are described
more fully in the Land Use Section of this report.
Special Need Populations
Individuals and households with “special needs” are those whose housing requirements go beyond just a safe and sanitary dwelling at an affordable price and
include either unique physical or sociological requirements, or both. The special
needs of the elderly and handicapped, who have particular physical needs as well
as sociological needs unique to their group; large families who need four, five or
more bedrooms in a dwelling; families with female heads of households, who may
be faced with economic and family support issues; and the homeless, who cannot
find adequate permanent housing are among “special needs” populations which
require additional attention in the provision of housing. Not all persons and
households in the City with “special needs” are faced with economic challenges.
However, it is assumed that where sufficient income is available, these special
needs can be satisfied. The Comprehensive Plan should target special needs
groups with limited incomes.
Disabilities
Within the City, 5,205 persons, or 35.1% of the population over age five were reported as having a disability. It should be noted that the reporting of a disability
does not equate to the actual number of persons reporting disabilities. A single
person may have reported more than one kind of disability. For example, a person
may report a physical disability that in turn results in a self-care disability and an
inability to work, resulting in being counted in three categories. In terms of age,
55.5% of the persons reporting a disability were between 16 and 64 years of age,
and 40.7 % were over 65, although persons over 65 represent only 14% of the total
population. In other terms, over 92% of seniors reported some kind of a disability.
Over 20% of reported disabilities in the workforce age were an employment disability.
Many of these disabilities
simply
require
design
modification to existing
residences. Persons with
Type of Disability
Number
%
disabilities need housing
Total disabilities tallied:
5,205
that offers accessibility feaTotal disabilities 5 -15 years
201
3.9%
tures; in addition, suitable
Sensory disability
34
0.7%
access to treatment faciliPhysical disability
45
0.9%
Mental disability
98
1.8%
ties must also be considSelf-care disability
24
0.5%
ered. Transportation to disTotal disabilities16 - 64 years
2,888
55.5%
tant treatment facilities is
Sensory disability
167
3.2%
often more difficult, as well.
Physical disability
498
9.6%
Other populations, such as
Mental disability
346
6.6%
individuals with extreme
Self-care disability
94
1.8%
mental disabilities, or selfGo-outside-home disability
728
14.0%
Employment disability
1,055
20.3%
care limitations, require
Total disabilities 65 years +
2,116
40.7%
long-term residential care.
Sensory disability
314
6.0%
Within the Atlanta metroPhysical disability
787
15.1%
politan area specialty housMental disability
324
6.2%
ing, such as residential
Self-care disability
245
4.7%
Go-outside-home disability
446
8.6%
group homes and shelters
exist to meet the needs of
this group. There are shelters for victims of domestic
violence and their families, rehabilitation centers for individuals recovering from
drug addiction or mental illness, and transitional housing for homeless families.
There are a number of services available in the County and surrounding jurisdictions.
Table 2.20
Disabilities By Age - 2000
Homeless and Housing Needs
The Georgia Planning Association provides some general information on homelessness and contributing factors. According to this information, the Census Bureau has released a special report that presents the count of homeless people in
shelters during Census 2000.
The special report, entitled “Emergency and Transitional Shelter Population:
2000,” shows that 4,774 persons, or 2.8% of the total shelter population in the
United States, were counted at Georgia shelters in March 2000. In the Atlanta
MSA, 3,736 persons in emergency and transitional shelter were counted, with
1,653 counted in the City of Atlanta. The typical person was an adult male that
reported being White or African American.
According to the United States Conference of Mayors 16th annual “Status Report
on Hunger and Homelessness in America’s Cities,” the average demand for emergency shelter that went unmet in 2000 was 23%. The demand for emergency shelter housing increased by 15% from 1999—the highest one-year increase of the
decade. On average, single men comprise 44% of the homeless population, families
with children at 36%, single women at 13%, and unaccompanied minors at 7%.
Lack of affordable housing, substance abuse, mental illness, domestic violence,
poverty, low paying jobs, and changes in public assistance were cited as causes of
homelessness. However, nearly every city in the survey cited the lack of affordable
housing as the primary cause of homelessness.
Georgia family violence programs served approximately 18,000 adults and 10,000
children during 1999, including providing shelter for 3,299 women and 3,742
children. In a survey conducted by the U.S. Conference of Mayors, 56% of cities
surveyed cited domestic violence as a primary cause of homelessness. Approximately 29% of women return to abusive environments because they are unable to
find safe and affordable housing.
There are a number of resources in Bartow and Gordon Counties that serve the
City’s homeless, nearly homeless and victims of domestic abuse. The primary coordinating entity for provision of homeless and supportive housing needs is the
Georgia Coalition to End Homelessness and the Bartow County Department of
Family and Children’s Services. These include:
y
Good Neighbor Homeless Shelter, Cartersville Advocates for Bartow’s Children
– Flowering Branch Children’s Center
y
Cherokee Judicial Circuit Victim-Witness Assistance Program
y
Christian League for Battered Women, Inc. – Tranquility House
y
Douglas Street United Methodist Church
y
Georgia Diversified Industries
y
Peach Early Intervention Program
The primary recipient of homeless persons in the City is the Good Neighbor
Homeless Center. The Good Neighbor Homeless Shelter, housed in a temporary
location on Church Street (across from the back of the new Bartow County
Courthouse), received its first guests on Friday, February 2, 1996 on the night of
the year’s first ice storm. The shelter had only 12 beds. The Bartow County
Commissioner, Clarence Brown, allowed the shelter use of this county owned
building rent-free while the Board of Directors searched for a permanent location.
In September 1996, the Board of Directors secured a new location on Porter St,
which needed a number of renovations before it could house the shelter. In the fall
of 2000, representatives from the Georgia Coalition to End Homelessness, a
private foundation, approached the Board of Directors with a proposal. If the Good
Neighbor agreed to become a 24-hour facility, the foundation would build a new
facility on the Porter St. property to relieve crowding and provide adequate
meeting, storage, office space and parking. The Board of Directors agreed and an
adjacent lot was purchased to provide adequate space for the facility and yard.
Construction began in the spring of 2001 and was completed that fall. The 4,600
square foot building was occupied in November, after which the old shelter was
razed to make room for parking. The new facility has a 20-bed capacity with 2
men’s dorm rooms, 2 women’s dorm rooms, Extended Housing rooms, and a
family room. In 2005, 221 persons were sheltered, constituting 4,433 bednights.
The facility housed 122 men, 41 women and 58 persons in families, aided by
almost 250 volunteers over the year. The average length of stay in the shelter is 20
days. Thirty-one persons participated in the Extended Housing Program, which
supports a 42 plus day stay while the participant gains employment and saves for
transition to a permanent residence.
Elderly
According to the Georgia Department of Human Resources, “Georgia has the
fourth fastest growing 60+ population and the third fastest growing 85+ population in the United States.” The population of 60 and older is expected to increase
52.6% between 1990 and 2010. In Census 2000, persons 65 and over occupied
16.5% of housing units in Georgia.
Residents require different accommodations throughout their lifecycle. The needs
of a single person are very different to that of a family and again to someone we
would consider an “empty” nester. According to Census data, median age in the
City has increased to 35.6
as of the year 2000.
Table 2.21
A study conducted by AARP
in 2000 found that home
Household Type Over 65 Years - 2000
ownership among Americans age 55 and over is at
Type of Household
Number
%
its highest level since the
Total:
2,154
AARP studies began in
In households:
1,914
88.6%
In family households:
1,221
56.7%
1986. In addition, 89% of
Householder:
658
30.5%
survey participants age 55
Male
496
23.0%
and over expressed agreeFemale
162
7.5%
ment that they would like to
Spouse
469
21.8%
stay in their current resiParent
37
1.7%
Other relatives
57
2.6%
dence as long as possible.
Nonrelatives
0
0.0%
Climbing up and down
In nonfamily households:
693
32.2%
stairs was the most comMale householder:
135
6.3%
monly reported functional
Living alone
128
5.9%
Not living alone
7
0.3%
problem (35%). Most survey
Female householder:
558
25.9%
participants
(86%)
had
Living alone
558
25.9%
made at least one simple
Not living alone
0
0.0%
modification to their home.
Nonrelatives
0
0.0%
However, “When asked why
In group quarters:
240
11.1%
Institutionalized population
210
9.7%
they have not modified their
Noninstitutionalized pop.
30
1.4%
home, or have not modified
it as much as they would
have
liked,
respondents
most often cite not being
able to do it themselves (37%) and not being able to afford it (36%).” More than half
of the survey participants would like to receive information about staying in their
own home, as they get older.
There are two senior centers in the City of Cartersville, one on Zena Drive and one
on Beavers Drive. The goal of the senior services division of Bartow County is to
provide a constructive program of leisure time pursuits that benefit the whole person including mental, physical, social, spiritual, educational and cultural needs. It
also promotes a continuation of community awareness and involvement.
Available Housing Programs
Over the last few decades, Affordable Housing was thought of as federally assisted
rental housing administered in enclaves located in established municipalities. In
recent years however, the concept of residential assistance has evolved to the
point that homeownership has become a goal to which many low-income residents
may aspire.
Etowah Area Consolidated Valley Housing Authority (EHA)
On April 1, 1998, the Housing Authority of the City of Cartersville and the Housing
Authority of the City of Adairsville merged to form the Etowah Area Consolidated
Housing Authority. With new leadership and new HUD directives, a change in the
way housing assistance is administered has been the focus of this agency. The
new and current emphases for the Authority were to stress quality of life dynamics
for its low-income residents, including social services, recreational amenities and
housing choices. As part of this emphasis, there has been a shift away from the
notion that the only option available to Authority residents was assisted rental
housing. To assist in homeownership opportunities, the Authority established the
Housing and Development Corporation for Bartow County in June of 1997. This
Non-Profit Corporation’s purpose is to assist current and potential assisted rental
residents in the community to move from rental housing status to homeownership. The Mission Statement of the Etowah Area Consolidated Housing authority
is to be the leader in making excellent affordable housing available for low and
moderate-income persons through effective management and the wise stewardship
of public funds.
One of the most important programs of the EHA in recent years is the Summer
Hill School. The school was built in 1954 and abandoned in the 1980's. In 2001,
the Etowah Area Consolidated Housing Authority took over ownership of the former school and the adjacent seventeen-acre recreational complex. This property,
which had been dormant for many years, now includes a newly renovated baseball
field, a nature walk, a new educational facility, a fully equipped gymnasium, tennis court, swimming pools, public picnic areas, and more. The project is a partnership of the EHA, City of Cartersville, Bartow County, Cartersville Parks & Rec.,
local schools of higher learning, and more. A recent documentary aired on PBS
profiles the school and the community. This documentary has established the
school site as an important African American heritage location. It has stirred a
longing in the hearts of the graduates of Summer Hill High School to see a part of
their heritage renewed, preserved, and made useful.
The Etowah Area Consolidated Housing Authority and the City of Cartersville developed service delivery linkages that have led to collaborative strategies designed
to accomplish commonly held objectives. Among those commonly held strategies is
a desire to move as many residents as possible into homeownership status and to
provide these residents with the assistance needed to assure that their tenure as
homeowners is successful.
Community Home Investment Program (CHIP)
The City of Cartersville organized a successful Community Home Investment Program (CHIP) initiative in 2001 and 2004. These were implemented with the assistance of The Housing and Development Corporation of Bartow County. As a part of
the 2004 initiative, the City provided down payment and closing cost assistance to
26 low income families, as defined by DCA eligibility criteria for Bartow County
(below $56,500 for a family of four). A second integral part of the City’s CHIP program is home-buying education. The Corp. sponsors a series of Home Buyer
Workshops that have as their purpose the goal of working with low-income residents to provide them with the knowledge, skills, tools, and assistance needed to
become homeowners. Through these workshops, prospective first-time homeowners are brought into contact with lending institutions, attorneys and other entities
to provide them with a broad-based understanding of the home buying process.
While there are some individuals who by virtue of their age or physical/mental
disability are in need of permanent support from the government and community,
this group is relatively small. The vast majority of individuals of low-moderate income status are interested in being upwardly mobile.
Since the implementation of the City’s CHIP project, the City of Cartersville has
made strides in other areas related to housing for low-income families. A major
element of these new activities has been the formation of the Revitalization Task
Force. Revitalization was named one of the top three priorities for 2004 by the Cartersville City Council.
Georgia Initiative for Community Housing
In 2004, the City of Cartersville was selected by the Georgia Department of Community Affairs, the Georgia Municipal Association and the University of Georgia as
one of six communities to participate in the inaugural Georgia Initiative for Community Housing. Over a three-year period, City officials and other local revitalization committee members will develop long-range plans and implementation procedures for improving affordable housing opportunities. At this time, a housing team
consisting of city staff and several agencies has been assembled to address housing issues in a holistic way. In addition, the task force is arranging neighborhood
meetings to look at short and long-range issues, and will continue to promote public involvement as the long-range plan is outlined.
Other projects and initiatives include:
y
North Towne Pride Neighborhood Clean Up;
y
Douglas Street United Methodist Church hands for Christ After-school Program;
y
North Towne Summer Clean Up;
y
Survey of North Towne Revitalization area to assess property conditions; and
y
Housing donation program to create infill development
In addition to serving on the Georgia Initiative for Community Housing, the task
force will be used to design and implement all issues related to housing and development of uses for prospective redevelopment areas.
Operation Neighborhood for Cartersville
Operation Neighborhood program was launched in May of 2006. Operation
neighborhood is a joint effort among City departments to improve the quality of life
in neighborhoods by removing blight. In addition to focusing on the overall elimination of blight, the City focused on areas such as debris, abandoned vehicles, vacant and dilapidated buildings, overgrown lots, and graffiti, safety checks and
education. For example, the Gas Department provided a scratch and sniff gas
cards and Public Works handed out materials about mosquito prevention. The
first Operation Neighborhood event took place on May 6 in the North Towne
neighborhoods. This is program will be an annual initiative.
Other City Housing Initiatives
y
A housing survey of the City of Cartersville’s Housing Stock and Vacant Lots
was conducted and its results are used to determine in-fill locations for Revitalization efforts;
y
A meeting was held with representatives of lending institutions; and
y
A series of meetings—both combined and separately—were held with the Etowah Area Consolidated Housing Authority/representative of their Non-Profit
Housing and Development Corporation and with a representative for the local
Habitat for Humanity affiliate.
Lifecycle and Lifestyle Housing and Service Needs
Residents require different accommodations throughout their lifecycle. The needs
of a single person are very different to that of a family and again to someone we
would consider an “empty” nester. According to Census data, median age in Cartersville has increased to 35.6 in the year 2000.
An increase in job opportunities will become a crucial component of the City’s future economic development if it is to retain working individuals within the City
and continue to attract a resident population. As households continue to age, they
may begin to seek low maintenance housing alternatives and specialized public
services. They may also become more dependent on alternative transportation. The
majority of the residential development in the city is single-family detached products (71.0%), although in comparison to other communities in the region the City
has a large percentage of alternative housing types, including townhomes and duplexes at 7.9% of total stock, and multi-family units at 18.7% of the total housing
stock. At 2.5% of the stock, mobile homes constitute a small portion of the housing choices. Although the majority of residents in the City, 59.8% of the households, own their own residences, the City also has a sizeable rental community, at
40.1% of all households.
Family households usually prefer single-family detached products, when within financial attainment, relative to one- and two-person households, and are assumed
the future market audience to the majority of new residential development, which
for the past five years have been predominantly single-family detached and attached units. The development industry is beginning to offer a wider range of new
home communities, particularly in the move-up and executive type housing, the
inventory of which has been limited in the past. Typically, one and two-person
households represent the primary market audience for condos, townhomes and
rental apartments, as well as some of the smaller two bedroom detached units. A
number of the new products under development are townhome and attached
products, most offering two and three bedrooms. However, a niche that is not being addressed is the “active adult” community, typically patio homes, attached
ranch units (such as a four-plex) or small lot/0 lot line type detached units, where
the basic home and landscape maintenance is handled by an association, and
special community activities and social events are promoted.
Various housing types will be required to meet the lifestyle characteristics of the
area. Master planned developments that incorporate a non-residential component
and special considerations to linkages, and mixed uses within village centers will
enable people of all ages to remain within the City. Not only will diversified housing stock (such as duplex, multi-family, townhouse, etc.) be important to younger
families, single persons, older “active” adults and empty nesters as affordable
housing alternatives, they will provide construction jobs and available housing for
an increasing labor market.
Located between two metropolitan southern cities, Atlanta and Chattanooga, Cartersville provides a quality place to live, work and do business. During the last 15 years,
both the residential and commercial sectors of the local economy have grown exponentially as Cartersville and Bartow County have become more of a part of the metro Atlanta area. With the Kennesaw/Town Center area only twenty minutes away and Atlanta only 45 miles from downtown Cartersville, the growth will continue unabated in
the foreseeable future. A vibrant supportive business climate complements Cartersville’s strategic location, affordable cost to do business and skilled workforce. The purpose of this economic development assessment is to:
y
Identify economic development needs and relate this need to land use;
y
Identify employment trends and participation; and
y
Identify programs to target appropriate and beneficial economic development
opportunities.
Economic History
Cartersville’s economy had long relied heavily on cotton. Infestation by the boll
weevil in 1917 devastated cotton production, causing a depressed economy that,
even though supplemented with state road projects, remained weak until the construction of Allatoona Dam, a few miles east of the City, in 1950. The subsequent
creation of Lake Allatoona and nearby Red Top Mountain State Park further improved the economy.
By the mid-1970s, Cartersville’s agrarian economy had given way to an industrial
and mining economy, supplemented by increasing tourism. New Riverside Ochre
(ochre mining and processing), Vulcan Materials (construction aggregate mining),
and Chemical Products (barite ore processing) are the only mining industries left
that take advantage of the area’s natural resources. Cartersville is following the
national and state trend of becoming a more service-oriented economy. The sector
of the community that has been most anemic in growth during the last 15 years
has been employment in the areas of manufacturing and warehousing. Although
there have been promising ventures, such as the new Toyo Tires facility in north
Bartow County and the business park adjacent to the I-75 Cass-White Road exit,
facilities such as Glad Manufacturing, Goodyear Tire, Interface Flooring, Unilever,
United Plastics, and several smaller industries have closed in the last decade. Several major manufacturers remain, including Shaw Industries (carpets), Anheuser
Bush (beverages), Thrall Car (rail boxcars), and Birmingham Steel. Cartersville
also serves as the corporate headquarters for Phoenix Air, an international air
charter company operating out of Cartersville Airport, and Midway Phoenix Corporation, managers of Midway Island, a key post in the Pacific theater of World War
II and now a National Wildlife Refuge.
Cartersville is the county seat of Bartow County, and the hub for economic development within the County. This has been primarily because of Interstate Highway
75 and previously, U.S. Highway 41 transiting directly through or adjacent to Cartersville. It has also been related to a long-term commitment on the part of suc-
cessive City governments to attract industrial development by developing needed
infrastructure and utilities that were designed to facilitate industrial use.
Planning done by successive City administrations to accommodate economic development has led to the development of highly sophisticated departments within
the city’s governmental structure devoted to the provision of utilities (electricity,
natural gas, and fiber-optic data transmission) and water/waste water treatment
needed to facilitate economic growth. The payoff for City residents has been low
property taxes, excellent schools, quality city services and the provision of quality
work opportunities within their home community.
Historic Employment
In 1900, the City had 14,162
employees. This increased to
15,745 in the year 2000. The
net change over that ten-year
period was 19%, and the annual change was 2%. During
this decade, the City lost some
manufacturing and industrial
employment and saw a shift in
its employment base to service
sectors, as did the majority of
the nation.
Table 3.1
Historic Employment Ratio - 1990 to 2000
Year
Population Employment
1990
12,035
14,162
2000
15,925
15,745
Net Change (1990 - 2000):
Annual Change (1990 - 2000):
Ratio Employment to
Population
1.17673
0.98870
(0.18804)
(0.01880)
Employment Forecasts
Employment forecasts have been developed specifically for this report. First,
known employment data from the U.S. Census for the years 1990 and 2000 have
been refined to produce “value added” employment figures. Given the observed
population and “value added” employment figures for 1990 and 2000, the ratio of
employment to population is calculated. The net change in this ratio is annualized
to produce a “per year” or annual rate of change figure. Utilizing the following
methodology, current employment figures (2005) are estimated to be 19,256.
The second step in preparing the employment forecast is to apply the annual rate
of change to the employment-to-population ratio in order to forecast the ratio for
each year to the planning horizon 2030. Note that the observed change from the
previous table is negative. This indicates that the population of the City is growing
faster than employment, but that both are continuing to grow. It is unrealistic to
expect that the resulting negative annual change will continue indefinitely. Given
that some major employment was lost in the period between 1990 and 2000, and
that the City is expected to continue to grow jobs in the service and retail sectors
(among others), it is prudent to expect to see a smaller annual change in the ratio.
For this reason, the employment ratio is calculated based on 40% of the average
annual change, rather than the full-observed annual change figure. Finally, the
employment-to-population ratio is applied to the population forecast to produce a
“value added” employment forecast. Employment is expected to increase to 33,667
by the year 2030.
Labor Force Participation
In 1990, Cartersville had a labor
force of 6086 persons, representing
64% of the potential workforce over
the age of 16. The labor force consisted of 52% males and 48% females. By 2000, the civilian labor
force had increased to 7,538 persons, representing 61% of the potential workforce over the age of
16. The labor force allocation between males and females also
changed, with males comprising
55% and females comprising 45%.
This participation rate is lower
than both the State (66%) and the
nation (64%) as of 2000. The overall unemployment rate within the
County is 6%.
Economic Base
Table 3.2
Employment Forecast - 2005 to 2030
City of Cartersville, GA
Year
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
Population
Employment
Ratio*
Employment
19,021
19,624
20,246
20,889
21,551
22,235
22,940
23,668
24,418
25,193
25,992
26,817
27,667
28,545
29,450
30,384
31,348
32,343
33,369
34,427
35,515
36,638
37,796
38,988
40,216
41,480
42,781
44,121
0.98870
0.98118
0.97365
0.96613
0.95861
0.95109
0.94357
0.93605
0.92853
0.92100
0.91348
0.90596
0.89844
0.89092
0.88340
0.87587
0.86835
0.86083
0.85331
0.84579
0.83827
0.83075
0.82322
0.81570
0.80818
0.80066
0.79314
0.78562
0.77810
0.77057
0.76305
19,256
19,710
20,173
20,646
21,128
21,620
22,122
22,634
23,157
23,690
24,233
24,787
25,351
25,927
26,514
27,112
27,721
28,341
28,970
29,611
30,261
30,923
31,594
32,275
32,966
33,667
Over the past ten years employment in Cartersville’s workforce
(the employed persons in the labor
force residing in the City but not
necessarily working in the City)
has shifted from Manufacturing
and Transportation, Warehousing
and Utilities to employment in: the
Professional, Scientific, Management, Administrative and Waste
Management economic sector; the
*Employment-to-population ratio change over time is based on
Educational, Health and Social
40% of the observed annual change from 1990 to 2000.
Services sector; and the Arts, Recreation and Entertainment Services sector, combined with Other
Services. Shifts from the commercial goods sectors have occurred over the past 10 years, with decreases in both
Wholesale Trade and Retail Trade. Possibly these industries were overbuilt in the
1990’s and the population demand has now caught up with the facilities. As well,
although representing a small proportion of the City’s workforce, Agriculture and
Mining have decreased to less than one percent. Construction and FIRE (Finance,
Insurance, and Real Estate) have remained constant. The nationally emerging shift
in industry from a more blue collar workforce type to more highly skilled and education dependent industries indicates that the City has been attracting such types
of households with its expanding move-up and executive level housing.
Table 3.3
Employment by Sector - 1990 to 2030
Total Employed Civilian Population
Agriculture, Forestry, Fishing, hunting &
Construction
Manufacturing
Wholesale Trade
Retail Trade
TCU
FIRE
Professional
Educucational, health & Social Services
Arts, entertainment, recreation
Other services
Public Administration
Source: Dataviews, Woods and Poole
1990
5,725
0.51%
7.65%
32.10%
2.76%
15.14%
4.86%
3.41%
3.49%
13.83%
1.99%
8.38%
4.09%
2005
7,823
0.51%
7.24%
22.83%
4.41%
12.76%
4.13%
5.00%
6.37%
16.94%
8.76%
4.40%
5.06%
2010
8,549
0.41%
7.57%
21.02%
4.55%
12.55%
3.85%
5.06%
6.78%
17.72%
8.95%
4.54%
5.26%
2020
10,001
0.23%
8.07%
18.17%
4.77%
12.23%
3.40%
5.17%
7.43%
18.93%
9.26%
4.74%
5.59%
2030
11,453
0.10%
8.45%
16.05%
4.93%
11.99%
3.07%
5.25%
7.92%
19.84%
9.49%
4.90%
5.83%
It is anticipated that the City’s share of the workforce employed in Manufacturing,
TCU and Agriculture will continue their declining trend as a proportion of the labor force, although manufacturing will remain the second largest sector within the
City at 16.05%. The top sector will be in education, health and social services.
Emerging sectors include, wholesale trade; arts, entertainment and recreation and
professional services.
A strong and diverse economy is important because it creates jobs, increases income and provides a more stable tax base, and thereby provides a better quality of
life. The City of Cartersville follows many of the nation’s economic trends in its
shift to the Health and Social Services sector as the baby boomers age, the Wholesale and Professional Service sectors as Americans have more disposable income.
However, the City of Cartersville is also unique in that the Manufacturing sector is
still the second largest sector within the City. Manufacturing jobs have typically
provided both skilled and unskilled jobs, good benefits and a competitive wage.
Cartersville is, and will continue to be an economic destination in the future.
Economic Trends
City-level data more recent than the 2000 Census is not available, so county-level
data is used as a benchmark where applicable. In 1990, 61.2% of City residents
worked within Bartow County. The number of residents who lived and worked
within the County decreased to 46.7% of the workforce in 2000. This figure is
lower than both the state of Georgia at 58.5% and the United States at 73.3%. The
rural nature of much of Georgia, and the fact that most of the states have much
larger counties, greatly skews the statewide and national statistics.
Table 3.4
Place of Work - 1990 and 2000
Total Workforce
Worked in state of residence
Worked in county of residence
Worked outside of county of residence
Worked outside of state of residence
1990
5,576
5,576
3,411
2,165
0
100.0%
61.2%
38.8%
0.0%
2000
7036
7,036
3,289
3,747
0
100.0%
46.7%
53.3%
0.0%
The City’s most recent industrial employer has been the development of a site on
the east side of I-75 for Komatsu, Inc., a producer of heavy equipment. This facility
is the major production and marketing site for Komatsu, Inc., on the east coast of
the United States.
Table 3.5
Largest Public and Private Employers - 2006
City of Cartersville, GA
Name
Product/Service
Shaw Industries Inc.
Carpet Manufacturer
Bartow County Schools
Education
Trinity Rail Operations
Rail Cars
Healthcare
Cartersville Medical Center
Anheuser-Busch
Beverage
Bartow County
Government
Cartersville Schools
Education
M.A. East
Auto Brakes
Georgia Power Plant Bowen
Electricity
Wal-Mart
Retail Sales
Gerdau Ameristeel
Steel Products
Government
Source: Cartersville Chamber of Commerce, 2006
# of
Employees
2005
1618
906
750
706
555
503
400
400
390
311
275
Jobs/Workforce Housing
Employment opportunities for the “workforce” population, typically individuals/households with incomes below 50% of the HUD MFI for the applicable metropolitan area, abound in Cartersville and Bartow County. The carpet/textile industry still composes a significant portion of the community’s industrial base, employing 12.5% of the County’s total labor force according to Georgia Department of Labor information. Bartow County initiated one EIP grant to assist with the con-
struction of a 22 million dollar commercial carpet tile factory for Shaw Industries
where roughly 72% of individuals employed met low-income guidelines. This industry has a history of employing and training individuals who initially start out
as low-skilled employees. This facility has made one expansion and is preparing
for another. The community has also supported the construction of a 14 million
dollar Tyson Foods automated feed mill facility that was funded through ARC
funds. This facility also employs low-income eligibility individuals, which comprise
more than 51% of the total employee base.
There are multiple opportunities for stable employment for “workforce” level individuals, and these opportunities are likely to expand in the next ten years. Given
this as a premise, these individuals will need housing that meets their income parameters.
The City of Cartersville has a disproportionate percentage of Bartow County’s lowincome eligible residents and a disproportionate percentage of the County’s minority population. This may be due in part to the availability of older, low cost rental
property within the City limits of Cartersville. Many of these individuals may be
ready for homeownership after 3 to 5 years of stable employment, but fail to pursue the opportunity to buy a home possibly due to lack of information pertaining
to the process for home acquisition, or possibly a lack of initial resources readily
at hand with which to make a down payment and cover closing costs, or a combination of the two. These individuals are often paying rent equal to a house payment but are intimidated by the complexity and resource requirements associated
with homeownership. Several programs, as outlined in the Housing section, have
been developed to address these problems.
Industrial Park
The Cass-White Industrial Park is a development of the Cartersville-Bartow
County Joint Development Authority (JDA). The park encompasses 845 acres,
with more than 500 acres within the City’s jurisdiction, of which 310 have been
annexed into the City. The industrial park is bounded by the Anheuser-Busch
plant and Cass-White Road to the south, and Cassville-Pine Log Road to the
north. The I-75 Cass-White Road exit lies just to the west of this property. The
JDA also owns property to the northeast of this tract, which may be incorporated
into the park in the future. The development is intended to be for light industrial
and manufacturing to replace the more than 3,000 manufacturing jobs lost in recent years.
Tourism
Cartersville encourages the development of tourism to establish the community as
a destination for visitors seeking a variety of recreational, historical, and cultural
opportunities. This focus enhances the City’s economy through increased taxes
collected on commercial sales and lodging, property taxes, employment and utility
consumption. The City fosters, in all ways appropriate and feasible, private investment in tourism product development. The City dedicates 40% of the HotelMotel Tax for out-reach marketing by the Cartersville-Bartow County Convention
and Visitors Bureau (CVB).
Historical and Cultural Attractions
Cartersville’s cultural and historic attractions include the Booth Museum of Western Art, Bartow History Center, Etowah Indian Mounds State Historic Site, the
Friendship Monument and Friendship Plaza, Rose Lawn Museum, the Wienman
Mineral Museum, the World’s First Coca-Cola Wall sign and two performing theaters: the Grand Theatre and the Legion Theatre. Notable historical and cultural attractions contributing to tourism within the City include Allatoona Pass Battlefield, Barnsley Gardens and the Euharlee Covered Bridge.
Recreation and Nature Based Tourism Attractions
Cartersville’s sporting facilities for softball, baseball, soccer and gymnastics significantly influence tourism in the City. Nature-based tourism attractors within
the City, or the sphere of influence of the City, include Lake Allatoona, Red Top
Mountain State Park, Pettit Trail and Pine Mountain Hiking Trail.
Downtown Cartersville
The revitalized historic downtown offers an appealing mix of visitor attractions,
shopping and dining. Both the Grand Theatre and Legion Theatre are located
downtown, as well as Friendship Plaza. There are more than thirty shops and a
dozen restaurants within walking distance of the City Core. Downtown is a safe,
visitor-friendly environment with appealing landscaping, consistent garbage collection, designated crosswalks, free public parking, and a courteous police presence.
The City provides, free of rent, the historic depot in Friendship Plaza to the Cartersville-Bartow County CBV for the operation of a local visitor information center.
This center is open six days per week and services approximately 10,000 visitors
annually. Moreover, the City supports the Cartersville Downtown Development Authority for the purpose of continuation and enhancement of the downtown visitor
amenities, as well as the implementation of special events in historic downtown.
Special Events
The City recognizes the importance of special events to draw visitors into Cartersville and supports special events implemented by the Downtown Development Authority not only financially, but also with manpower supplied by various City Departments. In addition, the City collaborates with the CVB and the Booth Western
Art Museum in the implementation of “Cowboys and Indians” throughout the
month of October.
Economic Programs
Downtown Cartersville Development Authority
The Downtown Cartersville Development Authority provides outreach activities including membership development; ribbon cuttings for new businesses; First
Thursday Merchants Coffees; decorated window contests; Spring and Fall “Best
Blooming” Pot Contests. Other promotions and events include the Wachovia
Summer Concert Series on the First Saturday; classic car shows; and holiday activities. The DCDA also promotes economic development through new business
assistance and project groups, business recruitment and master plan development. The Design Committee reviews applications for sign/façade grants under
the Business Improvement District and works to improve the overall look of downtown.
Natural Resources
Natural features play a significant role in the development of land. Development is difficult or restricted in areas of high slopes, poor soil conditions or flooding. Some areas
have existing state and federal regulations such as water supply watersheds and wetlands. Additionally, groundwater recharge areas should be protected from extensive
development.
During the last 10 years, the City has increasingly worked to ensure that local, state,
and federal requirements regarding environmental management have been complied
with and fully enforced.
Mineral Resources
Mineral resources are abundant in the hills running on the east side of Cartersville. Current Oker and Barrite are actively mined in the City. Once the resources
are extracted, the land can be used for other purposes. A reclamation project is
currently being developed on East Main Street.
Topography, Steep Slopes and Soils
Three factors that generally determine soil type -the slope of the land on which the
soil develops, the percent of rock material and the length of time the soil is allowed
to develop without disturbance. Specific soil data for the city is unavailable, so
countywide data was uses in this analysis.
Nearly 40% of the soil in Bartow County is of a soil association that limits development primarily to non-farm uses. These soils are associated with steeper slopes,
lands that are easily eroded, floodways, and areas where depth to hard rock cannot support certain uses. Bartow County is in the Piedmont and Valley and Ridge
province. These provinces are characterized by high rugged ridges in the eastern
portion to parallel and alternating valleys and low ridges in the remainder of the
county. There are very few large expanses of relatively flat land in the county.
Slope characteristics mean that residential, commercial and industrial developers
must select properties carefully, design their developments more thoughtfully and
invest more extensively in site preparation. Slope in Bartow County does not preclude development, but rather acts as a factor limiting the range and extent of developmental possibilities.
Slope severity, depth to bedrock, water table and limitation for septic tank drain
fields also determine the soil’s suitability for development. Soil limitations for urban uses are classified as slight, moderate or severe. The USDA is currently in the
process of re-defining the maps and soil associations for Bartow County, last surveyed in 1926. Since then, erosion, and/or development have removed much of
the original surface layers of the predominant soils of the County. According to the
1991 Comprehensive Plan prepared for Bartow County and its cities, including
Cartersville, there were 34 general types of soils, condensed from the over 100
soils types listed by the USDA. However, the categories used in the 1991 document are not directly comparable to the newer data available by the USDA, so the
newer data is used for this Comprehensive Plan document, and can be augmented
as the update progresses.
Table 4.1-A
Potential Suitability of Soils Associations for Selected Land Uses
Bartow County as Applicable to Cartersville
Soil Type
Land Use
Farmland Picnic Area Playground Septic
Foundation* Commercial**
Allen Fine Sandy Loam, 2-6% slope
PF
NL
SL
SL
NL
NL
Albertville fine sandy loam, 2-6% slope
PF
SL
SL
VL
SL
VL
Aragon fine sandy loam, 2-6% slope
PF
SL
SL
VL
SL
SL
Euharlee silt laom, 2-6% slope
PF
NL
SL
VL
NL
NL
Shack gravelly silt loan, 2-6% slope
PF
SL
VL
VL
NR/SL*
NL
Conasuaga silt loam. 1-6% slope
PF
SL
SL
VL
SL
SL
Decatur silt loam, 2-6% slope
PF
NL
SL
SL
SL
SL
Emory silt loam
PF
NL
NL
SL
VL
VL
Etowah Loam, 0-6% slopes
PF
NL
SL
SL
NL
NL
Farragut silt loam, 2-6% slope
PF
NL
SL
SL
SL
SL
Fullerton cherty silt loam, 2-6% slope
PF
SL
VL
SL
SL
SL
Ennis cherty silt loam
PF
SL
VL
VL
VL
VL
Holston fine sandy loam, 2-6% slope
PF
NL
SL
SL
NL
NL
Leadvale silt loam, 0-2% slope
PF
SL
SL
VL
VL
VL
Sequatchie loam, 0-2% slope
PF
NL
SL
VL
VL
VL
Cunningham silt loam, 2-6% slope
PF
VL
VL
VL
SL
SL
Talbott silt loam, 2-6% slope
PF
SL
SL
VL
VL
SL
Waynesboro fine sandy loam, 2-6% slope
PF
NL
SL
SL
NL
NL
Rome fine sandy loam, 0-2% slope
PF
NL
SL
VL
VL
VL
Rome fine sandy loam, 2-6% slope
PF
NL
SL
SL
VL
VL
Staser silt loam
PF
NL
SL
VL
VL
VL
Whitewell silt loam
PF
NL
SL
VL
VL
VL
Dewey silt loam, 2-6% slope
PF
SL
SL
SL
SL
PF
NL
SL
SL
Wolftever silt loam, 0-2% slope
VL
VL
VL
Wolftever silt loam, 2-6% slope
PF
SL
SL
VL
SL
SL
Tidings gravelly loam, 2-6%
PF
SL
VL
VL
SL
NL
Alavista fine sandy loam, 0-2% slope
PF
SL
SL
VL
VL
VL
Alavista fine sandy loam, 2-6% slope
PF
SL
SL
VL
VL
SL
Appling sandy loam. 2-6% slope
PF
NL
SL
SL
NL
NL
Cecil sandy loam. 2-6% slope
PF
NL
SL
SL
NL
NL
Helena sandy loam. 2-6% slope
PF
SL
SL
VL
VL
VL
Gwinnett sandy loam, 2-6% slope
PF
NL
SL
SL
NL
NL
Madison gravelly sandy loam, 2-6% slope
PF
SL
VL
SL
NL
NL
Wickham fine sandy loam, 2-6% slope
PF
NL
SL
VL
NL
NL
Wickham fine sandy loam., 6-10% slope
PF
SL
VL
VL
SL
VL
Legend
NL = No Limitation; SL = Somewhat Limited; VL = Very Limited; NR = Not Ranked; PF = Prime Farmland; SI = farmland of statewide importance
Source: USDA Soil Survey Manual
* first letters of NL/SL represent residential with no basement
Table 4.1-B
Potential Suitability of Soils Associations for Selected Land Uses
Bartow County as Applicable to Cartersville
Soil Type
Land Use
Farmland Picnic Area Playground Septic
Foundation* Commercial**
Riverview fine sandy loam
PF
NL
SL
VL
VL
VL
Allen fine sandy loam, 6-10% slope
SI
SL
VL
SL
SL
VL
Pacolet sandy loam, 2-10% slope
SI
NL
VL
SL
NL
SL
Albertville fine sandy loam, 6-10% slope
SI
SL
VL
VL
SL
VL
Townley silt loam, 2-10% slope
SI
SL
VL
VL
SL
SL
Wax loam, 0-2% slope
SI
SL
SL
VL
VL
VL
Wax loam, 2-6% slope
SI
SL
SL
VL
SL
SL
Aragon fine sandy loam, 6-10% slope
SI
SL
VL
VL
SL
VL
Euharlee silt laom, 6-10% slope
SI
SL
VL
VL
SL
VL
Shack-cherty silt loam, 6-10% slope
SI
SL
VL
VL
SL
VL
Conasuaga silt loam, 6-10% slope
SI
SL
VL
VL
SL
VL
Decatur silt loam, 6-10% slope
SI
SL
VL
SL
SL
VL
Etowah Loam, 6-10% slopes
SI
SL
VL
SL
SL
VL
Fullerton cherty silt loam, 6-10% slope
SI
SL
VL
SL
SL
VL
Holston fine sandy loam, 6-10% slope
SI
SL
VL
SL
SL
VL
Hamblen silt loam, overwash
SI
NL
SL
VL
VL
VL
Cartecay silt loam
SI
VL
VL
VL
VL
VL
Sublingna gravelly loam
SI
SL
VL
VL
VL
VL
Toccoa fine sandy loam
SI
NL
SL
VL
VL
VL
Cunningham silt loam, 6-10% slope
SI
VL
VL
VL
SL
VL
Cedarbluff loam
SI
VL
VL
VL
VL
VL
Talbott silt loam, 6-10% slope
SI
SL
VL
VL
VL
VL
Tupelo clay loam, frequently flooded
SI
SL
VL
VL
VL
VL
Waynesboro fine sandy loam, 6-10% slope
SI
SL
VL
SL
SL
VL
Waynesboro clay loam, 6-10% slopes, eroded
SI
SL
VL
SL
SL
VL
Cunningham silty clay loam, 2-6% slopes, eroded
SI
VL
VL
VL
SL
SL
Dewey silt loam, 6-10% slope
SI
SL
VL
SL
SL
VL
Tidings gravelly loam,6-10%
SI
SL
VL
VL
SL
VL
Sullivan silt loam, occassionally flooded
SI
NL
SL
VL
VL
VL
Chewacla fine sandy loam, frequently flooded
SI
VL
VL
VL
VL
VL
Appling sandy loam, 6-10% slope
SI
SL
VL
SL
SL
VL
Cecil sandy loam. 6-10% slope
SI
SL
VL
SL
SL
VL
Augusta fine sandy loam
SI
SL
SL
VL
VL
VL
Helena sandy loam. 6-10% slope
SI
SL
SL
VL
VL
VL
Gwinnett sandy loam, 6-10% slope
SI
SL
VL
SL
SL
VL
Gwinnett sandy clay loam, 6-10% slope
SI
NL
SL
SL
NL
NL
Louisburg-Wedowee complex, 2-10% slope
SI
NL
VL
VL
SL
SL
Madison gravelly sandy loam, 2-6% slope
SL
VL
SL
SL
VL
Wedowee sandy loam, 2-10% slopes
SI
NL
VL
SL
NL
SL
Legend
NL = No Limitation; SL = Somewhat Limited; VL = Very Limited; NR = Not Ranked; PF = Prime Farmland; SI = farmland of statewide importance
Source: USDA Soil Survey Manual
* first letters of NL/SL represent residential with no basement
Because of the soils data updates currently underway, soil types specific to the
City and total acreage of each soils type are not available through the available resources as of this writing. Tables 4.1-A and 4.1-B list the potential soils in Bartow
County, and subsequently are applicable to the City of Cartersville. Countywide, a
large number of the soils pose severe limitations to septic drain fields.
Soils indicated as having high water tables are those for which the water table is
less than 6 feet below the surface for a continuous period of more than 2 weeks
out of the year. Information about the seasonal high water table helps in assessing
the need for specifically designed foundations, the need for specific kinds of drainage systems and the need for footing drains to ensure dry basements. There are 35
soils types associated with a high water table (shallow depth to bedrock or shallow
depth to saturated zone) potentially existing in Bartow County.
As part of the development process, a soil survey is required. Specific water table
and soil types are addressed at that time.
Protected Mountains
There are no state protected mountains in the City.
Agricultural Land
Although Cartersville is more urban than Bartow County, active farming is still
operating within the City. In addition to large land holdings that may also contain
some farming activity, there are 3 active farms within the City: a 142 acre sod
farm, a 130 acre thoroughbred breeding farm, and an 80 acre horse farm.
In 2004, there was a total of 173,500 acres of forestland in Bartow County, according to a survey conducted by the Georgia Forestry Commission. This represents 59% of the total acreage in the County. Of this acreage, 70,600 acres were
classified as saw timber, 45,800 were classified as pole timber, and 56,000 were
classified as sapling/seedling. Data specific to the City of Cartersville, which most
likely is more built out than unincorporated areas of the County, is not available.
However, based on existing land uses and zoning, approximately 38% of the land
in the City is designated as Parks/Open Space, Undeveloped, or
Ag/Forestry/Mining. Presently, there are a number of primary wood using industries in Bartow County, consisting of cabinet shops, pulpwood, and firewood industries.
Conservation Areas
There are several conservation/open space areas within the City of Cartersville,
including Milam Farm, 235.04 acres; The Etowah Riverwalk, currently 1.5 miles
with an additional 1.6 miles under construction; Pine Mountain Recreation Area
with 1.95 miles of hiking trails; Pettit Creek Trail Project and a portion of the 111acre public Delinger Park has 40 acres of undeveloped green space.
Greenspace Program
The City of Cartersville is an active partner with Bartow County Government in the
countywide Greenspace Program. The Greenspace Program, begun in 2001 as an
outgrowth of the Etowah River Greenway Project, was funded initially by the Georgia Department of Natural Resources. Since that time, the county has found alternate sources of funding for Greenspace preservation purposes, including a
$2,000,000 commitment passed as part of the SPLOST initiative in the November
2003 referendum.
Endangered Plants and Animals in Bartow County
The Georgia Department of Natural Resources (GA DNR) has identified a number
of plants and animal species deemed to be in need of protection or of special concern. In addition, the U.S. Fish and Wildlife Service of the Department of Interior
also have identified endangered animal species and plant life in Bartow County.
There is no citywide data available. Please refer to the Bartow
County Comprehensive Plan for a complete listing of countywide endangered
plants and animals.
The Georgia Department of Natural Resources has created the Georgia Natural
Heritage Program to focus on natural elements of concern within the states. Elements of the program include plant species, animal species, or natural community
types that are especially rare or threatened.
Table 4.2
Federal and State Protected Aquatic and Wetland Species in Etowah River Basin
City of Cartersville/Coosa Basin Area
Vertebrate Animals
Myotis grisescens: Gray Myotis Bat
Cyprinella callitaenia: Bluestripe Shiner
Etheostoma brevirostrum: Elijay Darter
Etheostoma etowahae: Etowah Darter
Etheostoma scotti: Cherokee Darter
Hybopsis amblops: Bigeye Chub
Noturus munitus: Freckleberry Madtom
Noturus nocturnus: Freckled Madtom
Percina antesella: Amber Darter
Percina lenticula: Freckled Darter
Plants
Platanthera integrilabia: Monkeyface Orchid
Xyris tennesseensis: Tennessee Yellow-eyed Grass
Legend
E = Endangered
Source: Coosa Basin Management Plan
U.S. Rank
LE
LE
LT
LE
State Status
E
T
T
T
T
R
E
E
E
E
Ranking
Critically imperiled in state because of extreme rarity
Imperiled or critically imperiled in state
Demonstrably secure in state
Rare or uncommon in state
Historic occurrence in state, not verified in 20 years
T
E
LE
R = Rare
L= Listed
T = Threatened
Etowah Basin Habitat Conservation Plan
The Etowah River corridor is considered to have the largest number of imperiled
species in Georgia, four of which are federally protected. The fragile nature of the
Etowah River is being addressed in a multi-jurisdictional effort to prepare a Habitat Conservation Plan, which will necessitate the City to adopt regulations and
standards for development as recommended by the HCP where lands adjacent to
the Etowah River lie within the City’s boundaries.
Protected areas, such as those along the Etowah River, provide sanctuary to protected species. The Etowah River is estimated to contain more imperiled fishes and
invertebrates than any other river system of similar length in the southeastern
United States. According to Neves et al. (1997) 26 of the 82 species of aquatic gastropods (snails) historically known in the Coosa River Basin (of which the Etowah
River is a part) are now considered extinct. There are 87 species of fish, representing 17 families, found throughout the entire Coosa River Basin, and 28 documented species of amphibians and frogs that require fresh water for all or part of
their life cycle. Thirteen fish species occurring in the Coosa River Basin (as well as
a myotis bat) have been listed for protection by Federal or State agencies as endangered, threatened or rare. The majority of these species occurs in the Etowah
River basin area, and are listed in the following Table 4.2.
The cities and counties of the Etowah Basin are working hard to protect imperiled
aquatic species in the basin through a provision of the Endangered Species Act
that allows them to write a Habitat Conservation Plan. The local governments have
formed a Steering Committee made up of representatives from each jurisdiction in
the Etowah Watershed. This group, with help from scientists, policy analysts and
educators from the University of Georgia, GA DNR, Kennesaw State and the Nature Conservancy, among other groups and resource management agencies, is
working to create a plan for the watershed that protects the habitat the endangered darters live in. Rather than trying to stop growth in the area, this group
seeks to structure it in an environmentally responsible way. They are meeting
regularly with local government officials, area developers and other citizen groups
to create a plan that works for all concerned.
Examples of requirements of the HCP might include riparian buffers adjacent to
streams (in areas that don’t have them), or stormwater management ordinances to
reduce levels of pollutants in runoff. Participants in the HCP are also eligible to
compete for additional federal funding for land acquisition or other land protection
programs. The outcome of the Plan is that local governments (the City of Cartersville and Bartow County among them) adopt policies so that activities they conduct (such as road construction) would have minimal impact on imperiled species.
In addition, zoning codes and development regulations will need to be amended to
ensure that new private construction would have minimal impact. In the participating jurisdictions, consultations with the Fish and Wildlife Service would be expedited and the need for individual HCPs eliminated. It is recommended that the
City/County continue as a participant in the HCP process, and amend zoning
codes/development regulations to reflect the requirements in the HCP.
Water Resources
Water Supply Watersheds
For the most, Cartersville lies within the Etowah River - Pettit Creek watershed.
This watershed does not serve as part of an existing water supply in the region. A
small portion of Cartersville on the east side is within the Etowah River - Lake Allatoona watershed. Water from his area flows into the Allatoona Lake; the Lake
provides for a water intake to many local jurisdictions. This area of Cartersville is
currently undeveloped. Due to the high slopes of this area, any development
should have adequate soil erosion and sediment control devices to prevent damage
to Lake Allatoona.
Flood Prone Areas
Development in flood prone areas is at risk for flood-related damage. These areas
should be reserved for open space, limited development parks, overflow parking
and other uses where flood damage would be minimized.
In 2005, Cartersville was recognized by FEMA for its successful participation in
the National Flood Insurance Program (NFIP) Community Rating System. Cartersville has undertaken a series of meaningful activities to protect its citizens from
losses caused by flooding and has significantly exceeded the requirements for NFIP
participation and effective floodplain management.
Groundwater Recharge Areas
Part 5 Environmental Regulations regulate limitations on impervious surfaces and
septic tank drain fields. Suitable land uses include low-density housing, parks,
open space, or planned developments that retain a high percentage of permeable
land surfaces.
Wetlands
The wetlands map is based on the National Wetlands Inventory (NWI). The accuracy of this map is limited at the local scale, and its use should be guided by local
discretion. Wetland delineation should be performed for any development where
wetlands may be an issue. NWI wetlands were removed from the supply of vacant
land to determine suitable land for development.
Protected Rivers and Bodies of Water
Etowah River Corridor
The Etowah River is of regional importance because it is a source of water and
electrical power for communities in the northwestern part of Georgia and northeastern Alabama. Under State law, a 100-foot wide undisturbed buffer is required
on either side of the river. Counties and surrounding jurisdictions within the
Coosa Basin Management Plan area have begun to look at ways to buffer the corridor to protect scenic resources and wildlife habitat. Much of the river’s pristine
condition has been maintained near Cartersville, in some section very low-density
residential and agricultural/forested land uses border the banks.
Lake Allatoona
Nearby Lake Allatoona offers water sports and mountain recreation. The Lake Allatoona Reservoir was completed in 1955 by the Army Corps of Engineers for the
purposes of power generation and flood control. The lake holds back the floodwaters of the upper Etowah and Upper Coosa River. At normal pool level, the lake
contains 12,010 surface acres of water and has a shoreline of 270 miles within
both Bartow and Cherokee Counties.
Corps owned reservoirs are specifically exempted from buffer requirements placed
on other public water supply reservoirs and watersheds by state law: however,
under the Corps’ Lake Management Plan, Lake Allatoona is protected to a higher
degree, for the most part, than specified by state law.
The Corps has developed and operates many public recreation sites around the
lake and leases acreage to county and municipal governments and to private and
non-profit organizations as park and recreation areas.
Environmental Programs
Keep Bartow Beautiful (KBB) is a nonprofit organization that is operated in partnership with Bartow County Government and serves both the county and its municipalities, including the City of Cartersville. KBB organizes and executes a myriad of volunteer opportunities throughout the year related to environmental stewardship. These include the Great American Clean-Up, Arbor Day Tree Giveaway,
Adopt-a-Stream, Rivers Alive!, and others.
Areas Requiring Special Attention
Historic and Cultural Resources
The City of Cartersville feels that the historical, archaeological and architectural heritage of the City is among its most valued and important assets and that the preservation of this heritage is essential to the promotion of the health, prosperity and general
welfare of its citizens. Among those that have called Cartersville home are evangelists
Sam Joes and Lotti Moon, confederate generals P.M.B Young and William Wofford,
politicians William and Rebecca Latimer Felton, humorist Bill Arp, railroad and iron
industrialist Mark Cooper, U.S. Attorney General Amos Akerman, Georgia governor
Joe Frank Harris and Chief Justice Robert Benham of the Supreme Court of Georgia.
Cartersville has two historic courthouses, thirteen properties listed on the National
Register of Historic Places and three historic districts.
The City has an adopted Historic Preservation Ordinance to ensure protection. This
Ordinance set up the Historic Preservation Commission to oversee the established
guidelines within the Historic Districts. This Ordinance also sets out the criteria for
the consideration of other Historic Districts in the City:
“A historic district is a geographically definable area which contains buildings, structures, sites, objects, landscape features and works of art or a combination thereof,
which
y
Have special character or special historic significance;
y
Represent one or more periods, styles or types of architecture typical of one or
more eras in the history of the city, county, state or region; and
y
Cause such area, because of such factors, to constitute a visibly perceptible
section of the City.”
City History
Immediately after the Cherokee Removal in 1838-39, Cartersville was settled in
anticipation of the construction of the Western and Atlantic Railroad (W&A)
through the Etowah Valley. Supposedly named for Coronal Farish Carter, a
wealthy Georgia planter and entrepreneur, Cartersville was incorporated in 1850.
Migration via Alabama Road, originally an Indian trace leading west through the
Cartersville area, accounted for much of its early growth, as did the W&A, which
allowed the exportation of natural resources. An abundance of iron ore in the region sparked an early, through short lived, iron industry pioneered by ironmasters
Jacob and Moses Stroup.
During the Civil War, on May 20, 1864, when Confederate troops under the command of General Joseph E. Johnston occupied the depot, holding Union forces at
bay while fellow confederates escaped south across the Etowah River. The depot
fell to Union fire by nightfall, and occupation followed. After the destruction of the
original county seat of Cassville in 1864, Cartersville became the new seat of government in 1867.
Historic Surveys
As part of the 1990 Comprehensive Plan process, Bartow County and the City of
Cartersville received an historic resources survey grant from the Historic Preservation Section of the Department of Natural Resources. The survey was sponsored
by Roselawn Museum and partially funded by the County and Cartersville. The
survey, completed in 1991, identified 1,290 historic sites; 59% of those sites were
located in the City of Cartersville.
In 2004, in anticipation of the development of the Comprehensive Plan update, the
Etowah Valley Historical Society took on the task of updating the 1990/91 survey
results. This survey was completed in 2006. All historic sites documented by the
1991 and 2006 Inventory Surveys are on record in the EVHS office in the Gold
Dome Courthouse on Cherokee Avenue in Cartersville. While there are too many
sites to list individually in the Comprehensive Plan, findings are summarized below.
The City of Cartersville has sponsored several additional surveys since 1991, including one in 2005 completed by John Kissane. Cross-referencing the results of
these efforts with the results of the 1990/1991 survey indicate:
y
499 historic sites were identified in 1991;
y
457 of these sites are still in existence;
y
107 new historic sites were identified.
Historic Districts
Preservation of character-defining elements of historic buildings is a priority
within the Cartersville historic districts. There are currently three: The Downtown
Business District, the Olde Town and the newly adopted West End District. All
three districts require approval from the Cartersville Historic Preservation Commission for building alternations and changes. Guidelines are intended to identify
the characteristic features of the designation to be used in determining the compatibility of new construction or alteration of size, location, materials, style,
rhythm and any other quality deemed by the Cartersville Historic Preservation
Commission to contribute to the character of a historic property. A Certification of
Preservation (COP) is required.
The intent of the design guidelines is that alterations and repairs should accurately represent the historic qualities of the buildings. Original documentation
should be used for restoration work whenever possible. Where original documentation is unavailable, interpretations of similar elements that occurred in the area
may be considered.
Downtown Business District
The Downtown Business District is an excellent example of late 19th century and
early 20th century commercial areas of small towns in Georgia. Cartersville’s beautiful and historic downtown was built around the completion of the railroad in
1845. As Cartersville grew, so did its dependence on the railroad to transport people and products such as cotton. The railroad did present some problems to early
residents in Cartersville. In 1867, at a
cost of $20,000 a courthouse was constructed on Church Street. It was
called one of the “finest edifices” in the
state. However, praise could not stop
the distracting noise from the trains,
and in 1902, a new courthouse was
built on a hilltop several hundred
yards from the tracks.
Initially, commercial as well as residential structures in the Downtown
Business District were built around
the railroad. These early areas often
had mixed uses. Shops, hotels, warehouses, stables and residences all
shared a densely populated area. The
Downtown Business District retains
many of these characteristics today.
Several buildings are individually
listed on the historic register, including the 1873 courthouse and the 1853
First Presbyterian Church. Another
downtown historic treasure is Young
Brothers Pharmacy on Main Street at the railroad track. The Italianate style structure, built in 1889, features the world’s oldest existing outdoor advertisement.
The Downtown Business District contains within its confines a high concentration
of intact, historic commercial structures that reflect architectural styles and building types found throughout the late
nineteenth and twentieth centuries.
Built during the period from 1873 to
1930 the architectural styles range
from Greek Revival and Italianate to
Art Deco. Several of the commercial
buildings were constructed during the
1880s with others primarily built in
the 1930s and 1940s. The commercial
and community buildings are predominately constructed of brick with
varying rooflines.
Olde Town
At the end of the Civil War, Olde Town
was about the only residential area
remaining within the City. Much of the
east side of the City was burned after
General Sherman left for his tour to
the sea. Although not densely populated, the Olde Town area was bedrock
for residential development in the years to come. Many of the homes were built by
Robert and Eugene Smith (father and son). Olde Town has remained unchanged
throughout the years and has maintained its integrity and Southern small-town
appeal despite the growth and progress constantly taking place around it.
Olde Town contains a high concentration of intact, historic residential structures
that reflect architectural styles found throughout the late nineteenth and early
twentieth centuries. Built during the period from 1850 to late 1940, the architectural styles range from Italianate, English and Colonial Revival, Queen Anne, and
new South Cottage to Craftsman. The structures are predominately wooden with
varying roof styles appropriate to the house style and period.
West End
The Preservation Commission was successful in the creation of a third historic district, called West End, in early 2006. The West End District is primarily residential. It contains 212 homes on such roads as West Avenue, Etowah Drive, West
Main and Fite Streets.
The West End Historic District represents a major period in the development of
Cartersville. The property on West Avenue was once farmland, owned by John and
Sally Holland Leake, who came to Cass (now Bartow) County in the 1840’s. Their
property contained hundreds of acres and the road itself was once known as Rowland Mill Road for the family that operated a mill southeast of Euharlee. The name
was later changed to Rowland Street. Their home was located in the general vicinity as the Kinsel/Lussier home at 602 West Avenue.
The Hall builders built the present house on the property around 1908 for Robert
and Lula Adair. When Mr. Adair died, his wife inherited the property, which later
passed to their daughter Frances, a noted educator and author. A great deal of the
Adair property was developed into what are now Olde Town and the downtown
area of Cartersville.
Much of the east side of the City was burned after General Sherman left for his
tour to the sea. Some say a skirmish developed between the Union and Confederate troops in and around West End with a Confederate hospital located near West
End District.
West End contains a high concentration of intact, historic residential structures
that reflect architectural styles found throughout the late nineteenth and early
twentieth centuries, and is an excellent example of residential areas found in
small towns in Georgia. Built during the period from mid to late 1800s to mid to
late 1980s, the architectural styles range from Craftsman, Colonial Revival, Folk
Victorian, Neoclassical Revival, English Vernacular Revival, Gothic Revival to Prairie. Some of the structures could be individual candidates for the National Register
of Historic Places.
Potential Historic Districts
Atco Mill Village
The Atco community is a textile industry community established in 1903 by the
American Textile Company. This “mill village” was a carefully planned area with
wide tree lined streets, frame housing, school and plant area that dates from the
turn of the century. Goodyear purchased the mill town in 1929. Although the
community was later incorporated into the City of Cartersville, Atco retains a
strong sense of historical character. In 1991, 254 historic sites were identified in
the Atco community. The more recent 2005/2006 survey found:
y
251 of the historic sites are still in existence;
y
29 hew historic sites were identified.
Federally and State Registered Sites
Rose Lawn Museum
The Rose Lawn Museum on Cherokee Avenue is the former house of evangelist
Sam Jones, for whom Nashville’s Union Gospel Tabernacle (Ryman Auditorium)
was built. The house was placed on the National Register of Historic Places in
1973.
Rebecca Latimer Felton house
This residence is an antebellum farmhouse known for its significance as the home
of Rebecca Latimer Felton from 1853 to 1905. A powerful orator and writer, Ms.
Felton gained national attention in 1922 when she became the first women to
serve in the United States Senate.
Bartow County Courthouse
This Courthouse, a Neoclassical Revival building designed by Kenneth McDonald
and J.W. Golucke, was built in 1902.
Old Bartow County Courthouse
This Italianate building served as the County Courthouse from 1869 to 1902. This
Courthouse was recently acquired and rehabilitated with ISTEA TEA funds.
R.W. Jackson House
The Jackson House on Mission Road is a 20th century frame Victorian era structure placed perpendicular to an earlier 19th century cottage style structure.
Archeological Resources
Etowah Mounds
A fortified ceremonial center that thrived during the Mississippian Period, from
1000 to 1500 A.D., the site consists of three large platform mounds, two plaza areas, and surrounding ditches attached to large borrow pits. The largest mound is
sixty-three feet high and covers three acres.
Etowah Valley District
This district follows the Etowah River and its major creeks from Allatoona Dam in
Bartow County to Reynolds Bend in Floyd County. This district contains a welldefined record of life spanning the archaic period of prehistoric into the twentieth
century. The District contains more than sixty-five archaeological sites, twentyfour historic and prehistoric fish weirs, three communities – Kingston, Euharlee
and Atco, numerous historic buildings, ruins of two industrial areas, Civil War fortifications, early roads, an abandoned rail line and several areas of scientific interest. A small portion of this district is located within the city boundaries of Cartersville.
From Cartersville to Rome the river goes through flat country with almost no gradient. In this broad valley, the river – until it was dammed east of Cartersville in
1949 – deposited the sandy loam it had picked up in its mountain and hill corridor. This loam had been a part of the Paleozoic and Precambrian schist and gneiss
formations. The distance from Cartersville to Rome by highway is 28 miles. The
Etowah River loops and bends for 41 miles from Cartersville to Rome, which is in
adjacent Floyd County.
Bartow County is rich in minerals and there are extensive areas in the valley
where chert was worked into tools. On the south side of Two Run Creek, following
the curve of the creek, is a large lithic site that Robert Wauchope called Paleo.
There are also archaic sites, with shells evident as a reliance on the river as a major source of food.
Listed in NRHP in 1975, the Etowah Valley District has been affected over the last
two decades by inappropriate land uses, new construction and the loss or altera-
tion of historic buildings and structures to the point that the district’s overall integrity and boundaries need reevaluation.
Cemeteries
Oak Hill Cemetery
Oak Hill Cemetery has been serving the needs of the residents of Cartersville since
1838. The Cemetery was acquired in 1850 from the former Ebenezer Methodist
Church and is now owned and operated by the City of Cartersville as a perpetual
care cemetery.
Preservation Resources
Cartersville Preservation Commission
The Cartersville Historic Preservation Commission was created to ensure that alterations of designated historic properties and districts maintain the character of
both the building and the surrounding neighborhood. The Commission was established in September 2001.
Community Facilities and Services
Water and Wastewater Supply and Treatment
The Service Delivery Strategy prepared by Bartow County and the cities allows
Cartersville to provide water and sewer within its corporate boundaries and some
areas outside the city limits, primarily on a wholesale basis. The Utility Department of the City does not have a formal master plan for extending or expanding
service. However, some parts of the incorporated areas do not have water or sewer
lines; extension of these services into these areas is intended on an as-needed basis.
The first City of Cartersville Water Department began with the purchase of the
Cartersville Water Works Company in 1893. The original water supply was a large
spring on the north side of the Etowah River next to the Thompson Weinman
Dam. The facilities consisted of two steam driven pumps, several miles of pipe and
a 125,000-gallon water tank. The system now obtains its water from Lake Allatoona, a Corps of Engineers lake.
Water is taken from one of three elevations on the face of Lake Allatoona Dam and
it flows by gravity to the Clarence B. Walker Water Treatment Plant. The water is
treated to drinking water quality by state certified operators 365 days a year. The
water is then pumped out of this facility to the consumers through 156 miles of
distribution lines. The spent water of the community is collected in over 114 miles
of sewer lines and it is transported to the Water Pollution Control Plant. There the
wastewater is treated to meet water quality standards set by the Environmental
Protection Division of the State of Georgia before it is discharged to the Etowah
River.
Distribution Systems
The 19 personnel of the Distribution & Collection Division work diligently to maintain the water and sewer lines of Cartersville’s 28 square mile service area. The
crews perform the daily preventative maintenance needed on the system such as
making sewer & water taps, renewing and upgrading services, videoing sewer lines
to check for blockages, replacing old lines and maintaining a backflow prevention
program.
The Utility Department has a state certified laboratory that is considered one of
the best municipal laboratories in Georgia. This facility does control testing and
compliance monitoring for the water plant, wastewater plant and the distribution
and collection system. Highly trained technicians are individually certified by the
State of Georgia, a rigorous quality control program system. A State approved pretreatment program is in place that helps monitor, track, and regulate pollutants
that might go into the sewer system. This protects the biological process in the
wastewater plan as well as the quality of biosolids for land applications.
Water Treatment Systems
The Cartersville water plant, the Clarence B. Walker Water Treatment Plant, is a
high rate drinking water treatment facility, which utilizes anthracite coal filters, 10
sedimentation basins and chemical feed system. Raw water from Lake Allatoona
gravity flows into the plant where it is treated with alum, chlorine, carbon, polymer and lime before flash mixing. It then proceeds through sedimentation tanks
and multimedia (sand and anthracite coal) high rate filters. These filters will process 6 gallons per minute per square foot. The water then goes through chlorination, fluoridation and pH adjustment and phosphate before it spends at least 30
minutes in a holding well for disinfection. High service pumps then pump the water to the water system. The plant’s water pressure ranges between 95 and 100
PSI.
The City has treatment capacity of 27 MGD. Average Daily Flow is approximately
13 MGD. Although some of the distribution system is already in place, such as
some of the piping, chemical feed systems and metering, the City will complete its
expansion of the water treatment plant to 45 MGD in 2006 to provide water resources to its customers to approximately 2035. Currently the City can pump 40
MGD with a 20MGD back up pump in place.
Wastewater Treatment Plant
The spent water of the community goes to a 15 MGD activated sludge facility
where it is treated to an acceptable level before discharging to the Etowah River.
The average daily flow into this facility is approximately 9MGD. This is a biological
process that reduces the organic and solids content of the water to meet a Georgia
Environmental Protection Division discharge permit. The plant consists of a bar
screen, lift stations, three aeration basins (total 10 million gallon capacity), clarification, chlorination and de-chlorination. Chlorination is accomplished with gaseous chlorine and de-chlorination is done with sodium bisulfate. The biosolids generated in this plant are digested and applied to farmland for ultimate disposal.
This state approved land application program has been ongoing for over 20 years.
This program has received state and national recognition and many farmers have
benefited from it.
The City is currently taking bids to increase the capacity of its treatment plant
from 15 MGD to 20 MGD. The City is also looking to modify the treatment process
with a unique process in anticipation of increased nutrient standards issued by
the State in three to five years. This process will also reduce operating costs by
25%.
Water Distribution
Sewer Collection
Other City Utilities
In addition to water and sewer, the City provides electricity and natural gas inside
and outside the City limits. These services are readily expanded within the service
territory to meet most new development demands.
Cartersville Electric System (CES)
The Cartersville Electric System (CES) is a local, publicly owned municipal electric
utility that began in 1904. CES is the fourth largest municipal electric utility in
Georgia. CES helped form MEAG (Municipal Electric Authority of Georgia) Power,
which is a State authority and the largest joint action agency in the country.
MEAG Power is an owner of the Integrated Transmission System, a power grid that
furnishes power throughout the State of Georgia and a member of The Energy Authority (TEA), which buys and sells power in bulk.
Infrastructure improvements during the last 10 years include:
y
Added approximately 51 pole line miles.
y
Added approximately 1,443 electric customers.
y
Initiated a pole inspection and change out program.
y
Initiated a transformer inspection and change out program.
y
Initiated a meter testing and change out program.
In the next 10 years, CES plans to:
y
Complete a system coordination study; and
y
Complete a street lighting/area lighting audit.
Cartersville Fibercom
The City of Cartersville and MEAG Power launched the development of a communications infrastructure to connect local municipal networks. The municipals and
MEAG Power planned to offset existing telecom expenses and create an additional
revenue stream for the communities. A number of member municipalities, including the City of Cartersville, have received Competitive Local Exchange Carrier
(CLEC) certificates from the Georgia Public Service Commission and are quickly
becoming a part of the advanced telecommunications fabric of the State of Georgia. This group of 31 cities and 1 county has grown into a statewide fiber network
that covers the state.
Cartersville recognized this as an opportunity to not only serve internal needs, but
also bring affordable and 21st Century technology to the community that might
otherwise be years away. Through this process, the City created an additional enterprise operation that generates revenues to fund both the project itself as well as
assist in covering costs in other City operations.
In 1997 Cartersville began the planning, design and implementation of a Synchronous Optical Network (SONET) for Telephony type services, a Gigabit (IP) based
Intranet, and Voice Over IP (VoIP) for city and county government usage. The City
also built the fiber optic infrastructure and developed the Fibercon Department to
meet the growing telecommunication needs of area governments, schools, industries, and businesses.
Cartersville Gas Department
Cartersville is one of 85 cities in Georgia that own and operate municipal natural
gas systems. Today the system delivers clean, efficient natural gas to residential,
commercial and industrial customers in Cartersville, Cassville, Kingston, White,
and parts of Floyd County. Today the system consists of over 280 miles of distribution mains that serve more than 9,000 customers. Cartersville Gas has historically offered natural gas rates that are competitive compared to other suppliers.
There is also a program for persons constructing new homes known as the Gas
Advantage Home Program.
Public Safety
Cartersville has excellent public safety services. Separate departments of the City
provide police and fire protection services. Emergency Medical Services (EMS),
911, rescue services, and jail facilities are provided to Cartersville by Bartow
County.
Fire
For many years, the City of CarTable 6.1
tersville relied on volunteer fireInventory of Fire Protection Facilities - 2006
fighters. In the 1870’s and 1880’s
“reel” or “running” teams provided
Existing
Heavy
fire protection for the community.
Description
Address
Square
Feet
Vehicles
These teams were made up of
1
North Erwin St.
14,500
2
some of the most prominent
2
MLK Jr. Dr.
6,657
2
young men of the community, and
3
West Ave.
6,000
3
Total
27,157
7
to belong to the team was an
Source: City of Cartersville Fire Department, 2006
honor; to be dismissed from it was
a disgrace. By 1909, firefighting
became a little easier when the
City made use of horses pulling
fire wagons carrying barrels of water. Finally in 1918, the City purchased its first
motorized fire truck, an American La-France model. The City recently refurbished
this old truck, and proudly brings it out for parades and other special occasions.
In the City of Cartersville, fire protection and emergency medical services are provided by the Department to all portions of the City. The Cartersville Fire Department strives to minimize the loss of life and property by providing effective fire
suppression, fire prevention, rescue service and public education to the community. This is accomplished by employing a high degree of professionalism, training,
operational readiness and public education. The Fire Department has a staff of 59
employees. Fifty-two fire fighters work on a three-platoon system, working 24
hours on duty and 48 hours off duty. Seven administrative staff members work on
8-hour sifts. In 2005, the Cartersville Fire Department responded to 2,520 emergencies within the City limits.
For most of the City’s firefighting history, a fire station of some sort has been located at the corner of Church and Erwin Streets. The current two-story brick station at that location was erected in 1916. This building was erected to house the
Fire and Police Departments, as well as City Hall. An addition in 1979 provided
additional space for modern day fire trucks and equipment. As the City grew,
greater fire protection was needed, and now three fire stations protect the town.
Station No. 1
Station No. 1 was built in 1916, and is a 14,500 square foot building in the center
of the City at 19 North Erwin Street. As headquarters, Station No. 1 houses the
Fire Chief, Assistant Chief, three Trainers, three Fire Inspectors, and an Administrative Assistant.
Station No. 2
Station No. 2 is a 6,657 square foot building located at 90 Peeples Valley Road in
the northern portion of the City. Four fire fighters are assigned to each of the three
shifts with a minimum of three on duty at all times.
Station No. 3
Station No. 3 is a 6,000 square foot building located at 1200 West Avenue in the
southwest portion of the City. Four fire fighters are assigned to each of three shifts
with a minimum of three on duty at all times.
For planning purposes, ISO ratings are used as indicators of the current and desired levels of service. ISO ratings depend, in part, on availability of water and response times—two things that can be affected by actions outside the control of the
Fire Department. Drought, road congestion, and patterns of new development can
affect the insurance ratings. The ISO rating is 3. Average response time is 3:58
minutes per call.
Fire Department personnel attend leadership classes given through the Fire Academy in Forsyth, Georgia, and attend training classes provided by the City Fire Department and Bartow County Fire Department. A Citizens’ Advisory Board provides and receives input from local citizens.
The Fire Department serves the entire city. Each station does not act alone; instead, the stations operate as a network to provide fire protection services. Not all
stations serve the same types of land uses, nor do they all have the same apparatus. For most fires, two stations respond with fire apparatus. Station No. 1 responds to all alarms with the engine-service and the rescue unit. One engine responds from either Station No. 2 or No. 3 depending on the location of the fire. The
strategic placement of personnel and equipment is the backbone of good fire protection.
Plans for Capital Improvements
In 1998, the Cartersville Fire Department contracted the consulting firm of Mizelle,
Hodges & Associates to conduct a fire protection study to assess current and future needs to maintain or improve the City’s ISO rating at the time of 4, which has
since been improved to a 3. The Department has identified a number of future
capital projects, many of which are potentially impact fee eligible. The system is
assumed to need one
pumper truck per station, plus two older spare
vehicles. A ladder truck
with a 105-foot ladder is
needed to fight fires in
the taller buildings such
as schools, churches and
industries.
Table 6.2
Fire Protection Level of Service
Future Demand
Level of Service
Current
Future Demand
Based on
Measure
Inventory
Based on LOS
Desired LOS
Square Feet
27,157
15,634
15,310
Heavy Vehicles
7
4
3
Source: Needs Assessment - Mizelle, Hodges & Associates
To keep fire protection at
the existing level of service throughout the planning horizon, two additional fire stations will be needed.
Preliminary assessment indicates that one should be located east of I-75 near
Main Street, and the other South of Old Alabama Road. An impact fee based on
the current level of service (LOS) would result in a future demand of 15,634 additional square feet and 4 new heavy vehicles. A LOS standard based on the Department’s capital plans would result in a future demand of 15, 310 additional
square feet and 3 heavy vehicles to serve new growth.
Police Department
The City Police Department provides primary law enforcement to the City. This
Department consists of 60 professionals. The men and women who serve as Cartersville’s law enforcement officers are dedicated, focused, and responsive to the
needs and wishes of the community. The Department proactively strives to improve services through innovative uses of technology, continuing education, training and the ever-present desire to make the Cartersville Police Department the
best it can be. The Cartersville Police Department is structured around two major
divisions:
Uniform Division
The Uniform Division is responsible for traffic enforcement, crime suppression,
and crime prevention. Specialty units include a three officer Traffic Enforcement
Team and a one-officer, one dog Canine
(K-9) Unit. Services are provided 24
Table 6.3
hours a day with four officers on duty
Inventory of Police Facilities - 2006
at all times.
Criminal Investigations Division (CID)
The CID has nine staff members. The
CID is responsible for the investigation
and prosecution of criminal offenses.
CID’s Drug Interdiction Unit is responsible for cases involving controlled substances.
The Cartersville Tactical Team is comprised of officers from each of the two
divisions. Team members are trained to
serve on an entry/security, counter-
Facility
Square Feet
Police Department
11,484
Weight Room
364
Storage Buildings (2)
320
Class Room (Firing Range)
1,200
Storage (Firing Range)
180
Storage (Weight Room)
364
Storage (City Shop)
1,000
Total
14,912
Source: Cartersville Police Department, 2006
sniper or negotiation team, and may perform specialized roles such as tactical
medic, chemical munitions officer or team commander.
The Cartersville Police Department is dedicated to the training and leadership development of its officers. The Department uses a combination of in-service training
and state and federal academy training, as well as other private facilities to maintain the professional capabilities of the Department. By dedication to training and
leadership development, the department is able to meet its objective of providing
competent, efficient law enforcement to Cartersville residents.
Other services provided by the Cartersville Police Department include a uniformed
School Resources Officer assigned to Cartersville High School. Cartersville Police
Department also conducts a citizens’ Police Academy to provide interested parties
with an opportunity to learn what the police do. The “academy” is an excellent opportunity for Cartersville PD to interact with the public to make the community a
better and safer place to live.
Table 6.4
Police Department Level Of Service
and Future Demand - 2006
Level of Service
Current
Future Demand
Measure
Inventory
Based on LOS
Square Feet
14,912
8,585
Hand Guns
69
40
Shot Guns
44
25
Sub Guns
5
3
Rifles
2
1
Gas Gun
1
1
Shields
2
1
SWAT Helmets
10
6
Radios
52
30
Vests
52
30
Gas Masks
52
30
Riot Helmets
42
24
Source: Cartersville Police Department, 2006
Police station headquarters is
centrally located at 178 West
Main Street in an 11,484
square foot brick building. All
police services, including Municipal Court are based out of
this facility. The facility was
built in 1957 as a funeral
home and was acquired by
the City in 1993.
Plans for Capital Improvements.
Police headquarters is adequate in size at this time.
About 20 percent of the floor
space is being used for records storage. As the staff
grows, the City will need to
procure storage space at other
locations to free up the more
valuable office and station
space for the department.
It is expected that future expansions or replacement of the facility will be required
as the City continues to grow. An impact fee based on the current level of service
would provide funding for 8,585 additional square feet of facility space. In addition, at the current LOS, 191 pieces of equipment would be demanded. The preliminary plan is to add a second floor to the flat-roofed parts of the existing buildings. The building is adequate in quality at this time, although minor renovations
are needed to improve internal storage, locker rooms and shower facilities.
In conjunction with the Carter Grove development, a development agreement was
negotiated to provide for the direct impacts of public safety for this development.
The developer is contributing both the site and program costs to locate a public
safety facility within the development boundaries.
Parks and Recreation
Cartersville has one of the preeminent
Table 6.5
parks systems in Georgia. The City of
Inventory of Park Facilities - 2006
Cartersville operates park and recreation
services throughout the city without any
restriction based on place of residence.
Facility
Park Acreage
The Cartersville Parks and Recreation
Milam Farm
212.8
Department manages a broad range of
Pine Mountain
225.0
beautiful, functional and well-maintained
Dellinger Park
111.2
Baseball Complex
31.9
facilities that are conveniently located
Deerfield
18.0
across the City. With an average of over
Soccer
Complex
12.0
11 acres of developed parkland per 1,000
Clearwater Street Park
7.8
population, Cartersville exceeds the
Gymnastics Center
3.0
“ideal” standard of 10 acres set by the
Old Iron Bridge Park
2.8
National Recreation and Parks AssociaAubrey Street Gym
2.0
tion. Recreations opportunities abound
Jones Street Park
1.0
MLK Street Park
0.6
for biking, hiking, jogging, swimming,
Fite Street Park
0.5
tennis, participation in a variety of organEtowah River Trail Link
3.6
ized leagues, and other activities. HowTotal Acreage
632.1
ever, reaching the Hispanic population
Source: Cartersville Parks & Recreation Department
continues to be an issue of concern. As a
group, Hispanics are underrepresented in
sports leagues organized by the City of
Cartersville. The Youth Athletic Mission
Statement is to provide quality “recreational” athletic programs for the youth of
our community where participation, instruction, sportsmanship and teamwork
and achievement in a safe and enjoyable environment. The Cartersville Parks and
Recreation Department is a member of Georgia Recreation and Park Association
and National Recreation & Park Associations.
The Cartersville Parks and Recreation employs 24 full-time, 12 part-time and up
to 35 seasonal employees. A 7-member Recreational Advisory Board provides citizen insight to the Parks Department and makes recommendations on park-related
issues to the City Council. This Board meets at least six times per year. To ensure
high quality instruction, the Parks Department sponsors training and certification
programs for all coaches in its youth programs.
Recent Improvements
The following information includes representative additions and improvements to
the Cartersville Parks & Recreation Department system that have occurred during
the last decade:
y
Indoor batting facility for Cartersville High baseball complex has been built.
y
1.379 acres were acquired to add to the Goodyear Clubhouse & parking lot.
y
Sidewalks/walking trails were poured for fields 4, 5 & 6 of Dellinger Park.
y
The portion of the Etowah Riverwalk trail from Dellinger Park to the Etowah
River was installed.
y
The Gymnastics Plus gymnastics
center was opened.
y
The playground system at Jones
Street Park was replaced.
y
235.2 acres for the Milam Farm
Park were acquired as well as the
completion of a sidewalk/walking
trail.
y
3.10 acres were acquired from Shaw
Family Holdings for a pedestrian
walkway along the Old Iron Bridge,
and ornamental fencing was installed.
y
225 acres for hiking and archery in
the Pine Mountain area was acquired; hiking trails were completed.
Table 6.6
Park Facilities Component Type- 2006
Component
Type
Ball Fields
Track/Trail*
Tennis Courts
Playgrounds
Pavilion/Shelters
Soccer Fields
Pool
Basketball Courts
Multi-use Fields
Gyms/Centers
Current Inventory
2005
15
4
16
3
5
5
1
2
2
1
*Includes jogging or running track, walking trail and Vita
Course.
Source: Cartersville Recreation Department, 2006
Park and Recreation Facilities
Dellinger Park
Dellinger Park is Cartersville’s premier park facility and is the location of the main
office for the Cartersville Parks and Recreation Department. Dellinger Park has a
total of 111 acres, plus the 18-acre “Deerfield Practice Fields.” Entrances to the
park are on Pine Grove Road and Etowah Drive. The park was originally built in
1975 on a 40-acre tract of land donated to the City by the Dellinger Family. The
park was expanded in 1980 on an additional 10-acre tract of land donated by the
Dellinger Family. A third expansion was completed in 1983, on a 61-acre tract of
land purchased by the City. In addition to 40 acres of undeveloped green space,
Dellinger Park has:
y
Thirteen lighted tennis courts;
y
Six softball fields;
y
A football/soccer field with 440 yard track;
y
Two playground areas;
y
Two outdoor basketball courts;
y
An Olympic size swimming pool;
y
2 mile and 1.3 mile walking/running trail with exercise stations;
y
A nineteen hole putt-putt golf course;
y
A 4 acre lake and an island gazebo; and
y
Four large picnic shelters and a gazebo.
Clearwater Street Park
Clearwater Street Park is 7.8 acres. Facilities include:
y
Four baseball fields, also known at the ATCO facility. These include the Rudy
York Field, the Joe Frank Harris Field, and two new fields;
y
Three tennis courts;
y
Five batting cages;
y
Comfort/concession stand; and
y
A clubhouse.
Cartersville Soccer Areas
Soccer areas include two non-adjacent facilities:
y
The Deerfield Practice Fields—18 acres that are used for both soccer and football. These fields are grassed, but unlighted.
y
The Cartersville Soccer Complex includes four new regulation soccer fields.
These facilities are adjacent to, and on 13 acres of land owned by the Cartersville Middle School are a joint-use project of the Parks Department and School
Board. Concession stands are available. These fields have minimal seating and
restroom facilities, and only two fields are grassed at this time.
Cartersville Baseball Complex
The baseball complex on
Sugar Valley Road is a 32acre facility, built in 1992,
that has:
y
Five
fields;
baseball/soccer
y
Two batting cages;
y
A concession stand with
restrooms;
y
A walking/running 1mile trail with 18 exercise stations; and
y
A
handicap-accessible
playground and picnic
tables.
Table 6.7
Parks and Recreation Level of Service
and Future Demand - 2006
Future Demand
Level of Service
Current
Future Demand
Based on
Measure
Inventory
Based on LOS
Desired LOS
Acres
632
423
N/A
Ballfields
15
10
9
Track/Trail
4
3
3
Tennis Courts
16
11
7
Playgrounds
3
2
N/A
Pavilion/Shelters
5
3
N/A
Soccer Fields
5
3
4
Pool
1
1
1
Basketball Courts
2
1
N/A
Multi-Use Fields
2
1
N/A
Gyms/Centers
1
1
1
Source: Cartersville Parks and Recreation Department, 2006
Gyms
The Aubrey Street Recreation Gym and the John H. Morgon Gym sponsor such
programs as youth basketball, adult basketball and free play basketball.
Civic Center and Gymnastics Complex
Cartersville’s Civic Center and Gymnastics Complex are located adjacent to one
another in town between West Main Street and Cherokee Street.
y
The 12,000 square foot Civic Center can seat 700-auditorium style and is
used for a wide variety of events and meetings.
y
The Gymnastic Center and Gymnastics Plus on Cherokee Street are well
equipped with quality apparatus. The Belarus National Men’s Gymnastic Team
chose Cartersville as their practice site during the 1996 Olympics. Programs
are offered for boys and girls ages 2 and up and include developmental and
competitive gymnastics.
Summer Hill School Recreation Facility
In 2001, the Etowah Area Consolidated Housing Authority took over ownership of
the former school and the adjacent seventeen-acre recreational complex. This
property, which had been dormant for many years, now includes a newly renovated baseball field, a nature walk, a new educational facility, a fully equipped
gymnasium, tennis court, swimming pools, public picnic areas, and more. The
project is a partnership of the EHA, City of Cartersville, Bartow County, Cartersville Parks & Rec., local schools of higher learning, and more. It has stirred a longing in the hearts of the graduates of Summer Hill High School to see a part of their
heritage renewed, preserved and made useful.
Neighborhood Parks
Three one-acre “vest-pocket” parks, outfitted with playground equipment and basketball courts, are popular places for children and families.
y
Fite Street Park
y
Jones Street Park
y
Martin Luther King Jr., Drive Park
Cartersville Parks Department’s facilities are so well used that they are now to the
point of overcrowding. Registration in youth league programs is nearly at capacity.
Adult league programs have been shifted to late evenings, with start-times as late
as 10PM, in order to accommodate the burgeoning youth programs. The public
has spoken out strongly in support of new facilities. As the City continues to grow
it is anticipated that future park projects will be required in order to serve that
growth. Parks acreage and facilities that serve new growth can be impact fee eligible. An impact fee based on the current level of service would provide funding for
423 additional acres of parkland and a total of 36 park facilities. The “desired”
demand figures are based on current capital plans of the Department. It should be
noted that not all categories are included in those capital plans. Compared to the
future projects planned by the Department, the current LOS would result in some
impact fee eligible projects in excess of those being considered in some categories
(ball fields, tennis courts), and one category where the plans result in a demand
beyond that based on the current LOS (soccer fields).
In conjunction with the Carter Grove Plantation development, a development
agreement was negotiated to provide for the direct impacts of parkland and connectivity for this development. The developer is contributing both the site and program
costs for a future recreation facility.
Community Facilities
Public Works
The Public Works Department’s focus is to provide an environmentally sound,
visually attractive and safe place to live, work and enjoy life. The Department contains eight divisions and employs approximately 45 people.
Public Works is responsible for:
y
Sign maintenance;
y
Street Sweeping;
y
Potholes;
y
Mowing and trimming of right-of-way;
y
Drainage maintenance;
y
Sidewalks;
y
Garbage service for residential and commercial;
y
Maintenance of Oak Hill Cemetery;
y
Maintenance and landscaping of all City owned facilities.
Solid Waste Management (including recycling)
The Solid Waste Division is responsible for the removal of household garbage, junk
items, along with limb and leaf removal. This Division also runs a commercial garbage route, and picks up and disposes of dead animals found on city streets.
Stormwater Management
The City of Cartersville formed the Stormwater Action Committee (SWAC) in April
2005. The SWAC consists of 21 members from a broad range of perspectives regarding stormwater. There are homebuilders; developers; housewives; industry,
Chamber of Commerce, school, and business representatives; local engineers and
scientists; a church leader, and public officials who volunteer their time to review
numerous written materials and meet together to discuss the stormwater issues of
the community. This included a series of five directed meetings to explore the
community’s concerns and requirements to address coming regulations and
stormwater issues. Public involvement is a critical component to moving forward
in assessing needs for the City. To pursue non-point source pollution, education of
each individual about how individual activities affect the stormwater system as a
whole was considered crucial. A Stormwater Program Manager was put in place in
April 2006 to help support the SWAC’s activities and to actively become involved
in public education about stormwater issues. This includes speaking to civic
groups, writing weekly editorials in the local newspaper, local radio interviews,
and spots, general contact with the public, and input into related planning and
engineering decisions. Other efforts, already in place, continue, such as monitoring erosion, routine street sweeping and catch basin cleaning, system repairs and
improvements, and planning efforts in new development.
Libraries and Cultural Facilities
Cartersville Public Library
The Cartersville Public Library, located on Main Street just outside of the downtown core is part of the Bartow County Library system. The facility is 44,200
square feet and includes a Community Wing with meetings rooms available for
rent. Currently the collection
includes 66,665 materials.
The Mission of the Bartow
Table 6.8
County Library System is to
Library Facilities LOS and Future Demand - 2006
provide all citizens of the
county with resources and
Current
Future Demand
services to help meet their inLevel
of
Service
Measure
Inventory
Based on LOS
formational, educational, culSquare Feet
44,200
29,561
tural, and recreational needs.
Volumes
66,665
44,586
Source: Cartersville Public Library
The library system is the primary self-directed learning
resource for Bartow County
and offers extensive literary
collections, current and reliable reference collections, and exciting children’s collections that encourage citizens to develop an interest in reading and lifelong
learning.
It is anticipated that, as the City grows in population, increasing demands on the
library system will prompt construction of new facilities and/or expansion of some
current libraries. In addition, collection material demands will increase with population growth. Both facility space and collection materials can be impact fee eligible. To serve future growth, 29,561 square feet of facility space and 44,586 volumes of collected materials will be needed.
Cultural Facilities
Cultural and historic attractions include: four museums - the Booth Museum of
Western Art, the William Weinman Mineral Museum, the Rose Lawn House Museum, and the Etowah Foundations History Center; two natural resources - Oak
Hill Cemetery, and the Etowah Indian Mounds; two performing arts centers -the
Legion Theatre and the Grand Theatre; and two theatrical companies - the Pump
House Players and the Cartersville Opera company. The Bartow History Center is
also located in Downtown Cartersville.
Downtown Cartersville
The downtown area offers a wide selection of cultural and entertainment options,
including restaurants, art classes, the Main Street Writers Association and art galleries. Two unique features are located in its revitalized historic downtown: the
Friendship Monument, originally erected at Etowah in 1860 by Mark Cooper to
pay tribute to the friends who helped him through financial crises, and the first
outdoor painted wall advertisement for Coca-Cola painted in 1894.
Tellus: the Northwest Georgia Science Museum
Ground has been broken on a 100,000 square foot museum, which will be Georgia’s newest group tour offering when it opens. Tellus, whose namesake was the
Roman goddess of the Earth, will include exhibits of Space, Physical Science, Fossils, Minerals and a Planetarium. Construction should be completed within three
years. This facility is located adjacent to the existing Weinman Mineral Museum at
I-75 and Exit 293.
Social Services
In 1997, the City of Cartersville utilized a CDBG-Public Facilities grant from the
Department of Community Affairs to construct a 7,506 square foot Children’s
Emergency Shelter designed to serve “at-risk” runaway or homeless children from
Cartersville, Bartow County or surrounding counties. Other social services are
provided by Bartow County.
Transportation
Cartersville is committed to the development and implementation of a transportation
plan, in cooperation with local, state and federal agencies to ensure safe, efficient
movement of people and commerce in and around the community. In 1999, Bartow
County and Cartersville prepared a countywide transportation study entitled “City of
Cartersville Bartow County Short-Term Transportation Study” by the consulting firm of
Jordon Jones & Goulding. The purpose of this study was two-fold: 1) to identify transportation planning projects that are immediately necessary based on current deficiencies in the local transportation network and public input, and 2) to identify future
transportation needs based on projected growth in the cities and County for the next
25 years. Based on that detailed inventory of existing conditions, the study team used
a variety of methods to analyze that inventory and complete an Identification of Needs
for transportation improvements. The Identification of Needs included community and
staff input, a field review of the road network, and analysis of all traffic data, currently
planned improvements, and existing system deficiencies. The planning horizons for
the projects are short term, covering the next 5 years, or long term, addressing the
subsequent 5 to 10 years. Two meetings were held in Cartersville, one in November
1999 and another in January 2000 to gather citizen input. The City and County are
about to embark on an update to this Study.
This report is referenced and made a part of this Comprehensive Plan Assessment.
Highlights from the City of Cartersville Bartow County Short-Term Transportation
Study, November 2000 (“Transportation Plan”) are summarized in the following sections.
Roads
Roads in the City of Cartersville form a network of interlinked and inter-related
segments, each of which may have its own capacity or surface condition issues.
The City has identified current and future needs of the road network, as well as
potential service areas.
Roadway Descriptions
To determine existing traffic conditions in the City, an inventory was made of the
major roads and connections. The Federal Functional Classification system was
used to classify the different streets and highways according to the character of
the service they are intended to provide. This process recognizes the individual facilities do not serve travel independent from the rest of the system. Functional
Classification defines the roles that each type of facility plays in this process.
Interstate
y
I-75 is a six-lane median divided freeway with a posted speed limit of 70 mph.
Interchanges within the City include Red Top Mountain Road, Main Street
State Highway 20, and US Highway 41. The land uses at each intersection include:

Red Top Mountain -- Unsignalized ramps at Red Top Mountain Road
are undeveloped.

Main Street — Mostly undeveloped with small out parcels of commercial.

State Hwy 20 -- mostly developed retail, restaurant, and service establishments.

US Hwy 411-– developing area for retail, restaurant, service and the
future Tellus Science Museum.
Arterials
y
SR 61 (West Avenue/Dallas Highway): This road runs north from Dallas to
Cartersville and beyond. This road is primarily a two-lane road with left and
right turning lanes at intersections. It has posted speed limits of 45 mph at
Douthhit Ferry Road and 55 mph at Old Alabama Road. Land uses along SR
61 are primarily residential with some commercial and undeveloped and/or
agricultural. In addition, the Cartersville/Bartow County airport is located at
the intersection of SR61 and Old Alabama Road.
y
US 41: This is a four-lane median divided road with a speed limit of 55 mph
that runs northwest-southeast from Cartersville through Emerson and beyond. The adjacent land uses near the unsignalized intersection with Red Top
Mountain Road are industrial and undeveloped/agricultural.
y
Old Alabama Road: This is currently a two-lane road with a speed limit of 45
mph. It runs east-west from SR 61 through Emerson to SR 293. The adjacent
land uses are primarily residential and undeveloped/agricultural. The 3,000
acre Carter Grove Plantation is adjacent to this roadway.
y
Douthhit Ferry Road: This is currently a two-lane road with a speed limit of 35
mph. It runs north-south between Old Alabama Road and Burnt Hickory
Road. The adjacent land uses are primarily residential and institutional with a
commercial node near the intersection with Old Mill Road and West Avenue.
y
Old Mill Road: Old Mill Road is a two-lane road with a posted speed limit of 35
mph that runs northeast-southwest from downtown Cartersville to Walnut
Grove Road. The land uses along Old Mill Road are primarily light industrial
and commercial.
y
SR 293 (Tennessee Street/Cassville Road): This route is a two-lane road with a
posted speed limit of 55 mph that runs northwest-southeast from Kingston to
Cartersville to Emerson and beyond. The adjacent land uses are a mixture of
commercial, residential, industrial and undeveloped/agriculture.
y
Pine Grove/Walnut Grove Road: This is a two-lane road with a posted speed
limit of 30 mph. It runs northeast to southwest from Etowah Drive, then
northwest to Old Mill Road. The adjacent land uses along Pine Grove are primarily residential with middle, elementary, and primary schools at the intersections of Douthhit Ferry Road and Etowah Drive. There is a mixed-use
commercial and residential development under construction in the northeast
quadrant of the intersection of Douthhit Ferry Road.
y
SR20 (Canton Highway): The SR 20 runs East-west from Rome to Cartersville
to Canton and beyond. In the Cartersville area, this road is mostly commercial
development, especially near the Cartersville hospital and the I-75 at exit 290.
Very little of SR20 is within the City limits.
y
SR 113: This route runs through the downtown area (Main Street) on an east
to west basis, beginning at the I-75 and heading west toward Rome. Land use
is a combination of residential and commercial.
y
Burnt Hickory Road: This route runs north-south and serves as a connector
road on the west side of Cartersville from the south side of town to points
north, including access to US 41 North and SR 20/US 441 West. Land use is
mostly residential with nodal commercial development. This road is partially
within the City and partially in the County.
Collectors
y
Etowah Drive: This road runs north to south, beginning downtown at the intersection with Main Street (SR113) and ending near Dillenger Park, the Etowah Indian Mounds and an area of single-family residential development. The
road runs through mostly low-density residential properties.
y
Porter Street: This road runs east to west, beginning at the intersection with
Tennessee Street in a commercial area and ending at Erwin Street in an industrial area. This road runs through an older residential area of single family
and multifamily properties.
y
Erwin Street: This road runs north to south, beginning at the intersection with
Cassville Road (SR 293) in an industrial area and ending at Old Mill Road in
an industrial area. This road runs through industrial, older residential, downtown commercial, back to older residential, and then back to industrial properties.
y
Martin Luther King Drive: This road runs east to west, beginning at a dead
end east of US 41 and ending at a dead end in a mixed-use area of older residential and industrial uses. This road runs through mostly older residential,
with some commercial properties.
y
Church Street: This road runs east to west, beginning at the intersection with
Main Street (SR 113) and ending at Wolford Street, a small road in an older
residential area just west of downtown. This road runs through commercial,
public/institutional (city and county governments, churches), and older residential areas. This road serves as an important overpass for the railroad
downtown to alleviate heavy traffic, especially during morning and afternoon
rush hours as well as lunchtime.
y
Sugar Valley Road: This road runs east to west, beginning at the intersection
with Cassville Road (SR 293) and ending in west Bartow County. This road
runs through the older residential area of the ATCO mill village, newer single
family residential development, and some commercial development.
Roadway Classification
Level of Service
Level of Service (LOS) is a qualitative measure used to describe traffic conditions.
There are six Levels of Service, given letter designations, A through F. LOS A
represents the best traffic conditions and LOS F represents the worst. Level of Service is a function of traffic demand, roadway geometry (number of lanes, lane
widths, etc.) traffic control, vehicular mix, terrain and other factors. These systemwide planning levels of service are based on 24-hour traffic volumes, but imply
traffic conditions for peak periods of the day. This type of analysis frequently is
used in area-wide transportation studies as an indicator of capacity deficiencies in
the roadway network.
Daily traffic volumes were obtained from the GDOT Roadway Characteristics File
Highway Database. Interstate 75 is the major traffic carrying facility through the
City, with current traffic volumes ranging from 45,000 to 63,000 vehicles per day.
For planning purposes, future projects Level of Service D or better is desirable in
urban areas and LOS C is desirable in rural areas.
Intersection Levels of Service are determined a little differently than roadway segments. Deficiencies can be related to capacity, safety, or both. Often the capacity
and safety deficiencies are interrelated. Three criteria were used to identify deficient intersections and “spots” (.3 miles or less) within the network:
y
Problem locations identified by City staff, officials and the public, for which
field surveys were conducted;
y
High-crash frequencies compiled from 1995-1997 crash data; and
y
Intersections of two or more roads having relatively high daily traffic volumes
and/or poor levels of service.
High crash intersections were identified as the following:
y
US 41 between Martin Luther King Drive and Church Street;
y
SR 293 between Kignston and Tennessee Street (US 61);
y
Tennessee Street (SR 61)
between US 41 and SR
113;
y
Etowah Drive between
Pine Grove Road and Glen
Cove Drive;
Table 7.1
Selected Intersections
Current Conditions/Existing Deficiencies - 1999
LOS
Intersection
AM
PM
Douthit Ferry Road at SR 61 (West Avenue)
D
D
Red Top Mt. Rd. at NB I-75
D
F
SR 61 at Old Alabama/Carnes Road
F
C
Source: City of Cartersville-Bartow County Short Term
Transportation Study - 1999: Jordan, Jones& Goulding
Intersection AM and PM peak
hour
turning
movement
counts were recently analyzed
as part of the “Traffic Impact
Study for the Dellinger Tract,”
as referred to and referred to
herein. Counts were collected
at 11 intersections on August 31, 2004, and September 1, 2004, and again on
September 9 and 10, 2004 for the following intersections:
y
SR 61 and Summit Ridge Drive;
y
Old Alabama Road and SR 61;
y
Old Alabama Road and Douthhit Ferry Road;
y
Old Alabama Road and Bates Road;
y
US 41 and Red Top Mountain Road;
y
I-75 Northbound Ramps and Red Top Mountain Road;
y
I-75 Southbound Ramps and Red Top Mountain Road;
y
SR 293 and Allatoona Dam Road;
y
Douthhit Ferry Road and Pine Grove Road;
y
Douthhit Ferry Road and Old Mill Road; and
y
Douthhit Ferry Road and SR 61 (West Avenue).
Table 7.2
Roadways and Intersections - Current Identified Issues (1999)
Location
Description
Planning Horizon
Center Road
Church Street
Downtown Intersections
Road Widening
Connect to Cassville Road @ Cherokee
Short Radii Corrections
Short
Long
Long
Downtown Railroad Barrier
Options for E-W traffic in Downtown due to tran blockages
Short
Industrial Park Road
Fix horizontal alignment
Short
Main Street @ I-75
Signal warrant analysis
Short
Porter Street Bridge
Signage on Bartow and Main Streets/train
Short
Porter Street Extension
Extend Porter Street to US 41
Long
Terrell @ West Avenue
Consider left turn lane to Terrell Drive
Short
Truck Traffic
Truck route desingation and signage for downtown
Short
West Avenue
Overpass at Railroad
Long
Source: City of Cartersville-Bartow County Short Term Transportation Study - 1999: Jordan, Jones& Goulding
The turning counts for the
above intersections were
analyzed for Level of Service. Most of the study intersections are currently operating at acceptable levels
of Service during both the
AM and PM peak hours, although three intersections
were found to have LOS deficiencies. Installation of
traffic signals would be expected to mitigate these delays. Studies would be
needed to determine if in-
Table 7.3
Background Traffic LOS (2011)
Intersection
AM
PM
F
F
Douthit Ferry Road at Old Alabama Road
F
F
Old Alabama Road at Bates Road
F
F
Red Top Mountain Road at SB I-75
F
F
Red Top Mountain Road at NB I-75
F
F
Douthit Ferry Rd. at Walnut/Pine Grove Rd.
F
D
Douthit Ferry Road at SR 61 (West Avenue
D
E
Source: City of Cartersville-Bartow County Short Term Transportation
Study - 1999: Jordan, Jones& Goulding
stallation at these locations are warranted.
As part of the public input and transportation study, several potential deficiencies
were identified. A summary of these site investigations for the City of Cartersville,
their probable causative factor and potential corrective measures are listed as follows:
Cherokee Avenue
y
Bartow Street Intersection—Peak hour congestion is experienced. All approaches are one lane, with a STOP control. A signal warrant study should be
conducted to determine the feasibility of installing a traffic signal.
y
Cassville Road/Fite Street/Wofford Street—Safety and congestion problems
due to this effectively being a five-legged intersection. Sight distance restrictions on the SB Cassville Road approach contribute to a high accident rate. A
signal warrant study should be conducted. In addition, the feasibility of lowering the crest vertical curve on Cherokee Avenue west of Cassville Road should
be examined.
Etowah Drive
y
Old Mill Road Intersection—Peak hour congestion associated with school traffic. All approaches are one lane. The roadway should be widened to add turn
lanes on approaches and signalized.
North Erwin Street
y
Porter Street Intersection—Accident problems due to sight distance restrictions. The intersection is located in a combined horizontal and crest vertical
curve. Vegetation on the west (inside horizontal curve) side of North Erwin obstructs vision for NB vehicles. Install flashing lights.
Tennessee Street
y
Felton Road—Safety and sight distance restrictions. There is a crest vertical
curve on Tennessee Street, just north of Felton Road. In addition, signals are
not configured to provide protected left turn phases on Tennessee Street Approaches. The crest curve on Tennessee Street north of Felton Road should be
lowered and signals modified to include protected dual left turn phases. “Intersection Ahead” signs should be installed on Tennessee Street.
West Avenue
y
Fite Street—Accidents and peak hour congestion due to heavy traffic on West
Avenue. There is a STOP control on the minor street (Fite Street) only. A signal
warrant study should be conducted to determine feasibility of installing traffic
signal. Also, the possible closing of portions of Fite Street should be investigated.
y
Terrell Drive—Peak hour congestion due to turning movements and no separate turn lanes. The road should be widened in order to add WB left turn
lanes.
Truck Traffic
y
Etowah Drive and Main Street—Problems with truck routing through this corridor, which is narrow and mostly residential. Lack of positive guide signing
and delineation results in truck drivers making wrong turns.
Sugar Valley Road
y
Overall roadway capacity is low.
Old Alabama Road
y
The eastbound and westbound approaches to the intersection of Old Alabama
Road and SR 61 are currently operating at a Level of Service F in the AM peak
hour. A traffic signal would be expected to mitigate these delays.
y
The Peak hour delays at Old Alabama Road and SR 61 are expected to increase unless additional traffic control signals are installed at the following intersections:

Old Alabama Road and SR 61;

Douthhit Ferry Road and Pine Grove Road;

Red Top Mountain Road and the I-75 ramps; and

Old Alabama Road and Bates Road.
Douthhit Ferry Road
y
The intersection of Walnut/Pine Grove Road and Douthhit Ferry Road will operate with unacceptable delays by the year 2011 with the existing four-way
stop sign control. A traffic signal would be expected to mitigate the delays.
y
The intersection of Douthhit Ferry road at SR 61 (West Avenue) is expected to
operate with unacceptable delays by the year 2011. In addition to the planned
widening Douthhit Ferry Road to four through lanes through the intersection
with SR 61 (West Avenue), the addition of a southbound right-turn overlap
phase would be expected to mitigate the delays.
Red Top Mountain Road
y
At the intersection of the I-75 northbound exit ramp and Red Top Mountain
Road, the northbound left turn existing movement is currently operating at a
level of service F in the PM peak hours. A traffic signal would be expected to
mitigate these delays.
y
Both the northbound and southbound ramps of I-75 at Red Top Mountain
Road will be expected to operate with unacceptable delays in the peak hours,
unless traffic signals are installed.
Road projects
Future Conditions
In addition to the Transportation Plan, a traffic impact analysis was completed in
September 2004 in anticipation of a major development proposal. This study not
only looked at the impacts of the specific large development proposal, but at existing conditions and future background volumes that included the recently permitted Carter Grove development. This large development will contain 3,335 singlefamily homes and approximately 214,000 square feet of retail space on the south
side of Old Alabama Road. Build out is anticipated in the year 2011.
Adjustments were made to the calculated background volumes to account for the
expected reassignment of east-west traffic from the existing SR 113 (West Avenue)
to the Emerson Bypass and improving Old Alabama Road. Since Old Alabama
Road is to be extended west to SR 113, adjustments were also made in the projected volumes at the SR 61 intersection.
An annual growth rate of 2% was applied to the existing volumes for 21 and 23
years and added to the total of traffic volumes expected from both the proposed
project and the previously approved adjacent development. These derived volumes
were then compared to the 2025 and 2027 design volumes provided for the improvements to Old Alabama Road and the construction of the Emerson Bypass.
Additions and reassignments of turning movement volumes were made to the
background volumes, where possible to approximate the design volumes in the
years 2025 and 2027.
Using the above methodologies, the Level of Service at
each of the selected intersections was determined for the
City with the existing lanes
and controls, except for the intersections of the Emerson Bypass. As presented in Table
7.4, most selected intersections are expected to operate at
unacceptable Levels of Service
during both the AM and PM
peak hours in 2011 without
improvements.
Table 7.4
Background Traffic LOS-2011
LOS
Intersection
AM
PM
F
F
Douthit Ferry Road at Old Alabama Road
F
F
Old Alabama Road at Bates Road
F
F
Red Top Mountain Road at SB I-75
F
F
Red Top Mountain Road at NB I-75
F
F
Douthit Ferry Rd. at Walnut/Pine Grove Rd.
F
D
Douthit Ferry Road at SR 61 (West Avenue
D
E
Source: City of Cartersville-Bartow County Short Term
Study - 1999: Jordan, Jones and Goulding
Capacity Assessment
The latest traffic impact analysis are based on the programmed construction of the
Emerson Bypass from Red Top Mountain Road (existing I-75 Interchange) with an
overpass at US 41, a grade-separated interchange at SR 293, and continuation as
Old Alabama Road to existing SR 113 west of SR 61. In conjunction with the widening of this portion of Old Alabama Road to four lanes, it is assumed that left and
right turn lanes at the intersections will be constructed. Because of the large volumes of existing vehicles on the northbound I-75 ramps turning left on Red Top
Mountain Road, traffic signals will probably need to be installed at the intersections of both ramps with Red Top Mountain Road. The timing of these signals
should be coordinated. In addition, the stop sign control of eastbound Old Ala-
bama Road at SR 61 will need to be changed when Old Alabama Road is widened
to four lanes and extended west to existing SR 113. This should result in more vehicular trips through this intersection on Old Alabama Road and less trips on SR
61, resulting in the potential need for a traffic signal. Signal warrant studies would
be needed to determine if signals should be installed.
Douthhit Ferry Road is also analyzed in the widened configuration as a four-lane
road from Old Alabama Road to SR 61 (West Avenue) with left and right turn lanes
at intersections and a traffic signal installed at the intersection with Walnut/Pine
Grove Road (currently controlled by a four-way stop sign).
Commute Characteristics
Cartersville and Bartow County’s economic development opportunities are a regional draw, via I-75. Although there is still cross commuting in and out of the
City, Cartersville residents, have more economic options within their boundaries
than many other communities do. Still, in 2000, 50% of Cartersville commuters
work outside of Bartow County. This statistic alerts us to the possibility of a population, education, skill, job availability mismatch.
Alternative Transportation
The City is in the process of developing a system of connectivity between
neighborhoods and public facilities and destinations. Currently the City requires
all new subdivisions to construct sidewalks on one side. The City is also investigating the impacts of requiring sidewalks on both sides, and its impact on the size
of required right-of-way. The State of Georgia has designated two bicycle paths
through the county. One path (State Bicycle Route 70) runs from the Cobb County
line to Emerson, where it turns west to Stilesboro and connects to State Bicycle
Route 70, which connects Euharlee, Kingston and Adairsville.
The following are proposed in order to provide alternative mode connectivity:
y
Tennessee Street north or Porter Street—Pedestrian safety is an issue, due to
lack of sidewalks. Worn pathways are visible along both sides of Tennessee
Street. Sidewalks should be constructed along both sides of Tennessee Street
between Porter Street and Felton Road.
y
Complete the Dellinger Park multi-purpose trail with turn lanes between Pine
Grove Road and Etowah Drive;
y
Serve all schools with bike lanes within a one mile radius;
y
Develop a multi-use trail on Woodland Drive at Euharlee Road;
y
Retrofit ADA on all sidewalks; and
y
Require all new road improvements to provide sidewalks and bikelanes and to
connect, where appropriate, into existing systems.
Streetscape Projects
In early 2005, the City initiated the Main Street Streetscape project from Tennessee Street to Bartow Street utilizing GADOT TE funding. This projected was esti-
mated to cost $625,000 and to be completed in 2006. The project concept is to
unify the downtown streetscape, following a 6-block Main Street gateway corridor
that runs through the heart of the historic downtown business district. Enhancements include new sidewalks, installation of historic style streetlights with new
electrical service underground, street furniture (benches, trashcans, bicycle
racks), improve handicapped accessibility and additional landscaping. This project
has been endorsed by the Bartow County Chamber of Commerce, Downtown Development Authority, Bartow County Commission and the business owners along
Main Street. General public information meetings have also been held.
Public Transportation
Except for the City’s efforts on improving interconnectivity, public transportation
options are currently limited. Bartow Transit provides limited transit service
within Bartow County. The program is sponsored by GDOT. Its service includes
transportation for senior citizens throughout the County to local shopping centers,
and grocery stores, as well as senior citizen centers. The following are objectives
that the City would like to examine further during the planning horizon.
y
Develop a city/county system or join into the MARTA system - a feasibility
study needs to be conducted;
y
Look into the possibility of commuter rail; and
y
Look into the possibility of a Trolley Service—downtown people mover.
Railroads
In addition to roads, Cartersville is benefited by the location of rail service. CSX
owns the rail lines that converge in the downtown area from the north, northwest,
southwest and southeast. The existing rail lines in Cartersville are comprised of
the Etowah Line, the W and A Line, and the Cartersville Subdivision Line. All these
lines are in use. The 1998 figures reveal that 76 million tons of gross freight is
transported between Atlanta and Chattanooga.
y
Etowah Line – 89.3 miles in length and connects Cartersville to Etowah Tennessee;
y
W and A – 122.3 miles in length and connects Marietta to Chattanooga; and
y
Subdivision Line – 22.8 miles in length and connects Cartersville to Rockmart.
Rail traffic causes delay for drivers in the downtown area due to frequency of atgrade intersections. It is estimated that 55 to 60 trains transverse the city during
the peak season and as many as 90 trains per day can be entering/leaving Cartersville during peak economic conditions. There have been accidents at several atgrade crossings over the last decade. The worst of these crossings is Cook Street
with three accidents in the past 10 years.
Airport
A third component of the City’s transportation system is its airport. CartersvilleBartow County has a single public airport located southwest of the City. The airport is classified as B-II, allowing for small recreational and business airplanes.
The Airport has a significant economic impact of over $15 million to the local
community. The airport serves as an important economic recruitment asset in attracting new businesses to our area as well as maintaining and expansion of existing businesses.
An Airport Layout Plan was approved by the FAA in May of 1997. The plan includes adding 750 feet to the runway, extending a parallel taxiway, adding hangers and an access road, and removing an existing hanger within the building restriction line. The runway extension has been completed making the runway
length 5,750 feet long; however, because of obstacles to the south, a displaced
threshold is used, making only 5,000 feet available for landing from the south. The
full 5,750 runway can be used for take-offs and landing from the north.
The keep pace with the County’s growth rate, airport expansion is imperative to
the economic growth of the community. The Airport is currently at full capacity
and needs to be able to grow with the community. The following capital improvements are planned:
y
2007--$350,000 for drainage analysis, design/documents for a detention facility and construction of an apron;
y
2008--$345,000 for land acquisition of east terminal area;
y
2009--$578,000 for construction of a taxiway and of Corporate Hanger #3,
East Terminal Apron – Phase I;
y
2010--$1,01,000—Access road to north and east apron and partial parallel
taxi-way to runway 19 on the east side; and
y
2011--$375,000—Apron and hanger taxi lanes expansion and partial parallel
taxiway to runway 01.
The City is not an island. It is a primary goal to work with surrounding governments and entities for mutually beneficial solutions. Intergovernmental cooperation and the identification regional needs is important for quality of life, as is taking advantage of the availability of regional resources.
Adjacent Local Governments
Cartersville is within Bartow County. Bartow County is located adjacent to the
counties of Cobb, Gordon, Floyd, Pickens, Cherokee, Paulding and Polk. Many of
these adjacent counties are used for comparison in the tables and figures within
this report. In addition to Cartersville, there are six other municipalities: Euharlee,
Emerson, White, Taylorsville, Kingston and Adairsville. These six municipalities
are participating in a Joint Comprehensive Plan with Bartow County. Although the
City is completing a stand-alone plan, the City is an active participant in the Joint
Planning Process, and will continue to work diligently during this process to assure that service delivery, boundaries and adjoining land use are coordinated.
Particular attention will be given to the relationship between the City of Emerson
and Cartersville. Issues such as annexation boarders, the provision of public utilities and a coordinated transportation system will be addressed during this update.
Bartow County
The City participated with Bartow County on a countywide Strategic Plan in 2000.
As part of this plan, efforts have been underway between Bartow County and the
City to implement HB 489 and to provide all residents with more efficiently operated governments. These efforts are ongoing to assure the citizens that the highest
level of efficiency will be obtained and maintained in government operations for the
benefit of all. To compliment this process the City Council meets yearly for a visioning retreat to review and update the existing strategic plan. Other planning
initiatives in which the City participates with the County are affordable housing,
senior services and health care.
Emergency Medical Services (EMS), 911 Service, rescue services, and jail facilities
are provided to Cartersville by Bartow County. All prisoners from Cartersville and
the other cities and unincorporated areas in Bartow County are housed in the
Bartow County jail, built in 1992. Bartow County charges the City $18.00 per
prisoner per day for this service.
Paulding County
Cartersville currently has a development agreement with Carter Grove Plantation,
LLC to perform project transportation improvements from the impact of their development. This major development project is close to the Paulding County line
and will be affected by traffic from this development. Therefore, the transportation
plan for this project was developed in coordination with Paulding County.
Independent Special Authorities and Districts
y
Chamber of Commerce;
y
Development Corporation of Bartow County, a nonprofit agency affiliated with
the Etowah Area Housing Authority;
y
Cartersville/Bartow County Convention & Visitors Bureau;
y
Historic Societies;
y
Active Neighborhood Associations—Waterford and Wellington;
y
DDA; and
y
North Avenue Revitalization Task Force.
Schools and School Boards
y
City of Cartersville;
y
Bartow County;
y
Highlands College; and
y
North Metro Tech.
Federal, State or Regional Programs
y
Coosa Valley RDC;
y
Cartersville-Bartow County JDA;
y
DCA Housing Assistance;
y
HUD—First Time Homebuyers Program; and
y
DCA Resource Team.
STWP Accomplishments
The 1991 Bartow County Joint Comprehensive Plan was prepared using the planning process required by the Minimum Planning Standards and Procedures.
Based upon the statement of goals and policies, a strategy to put the plan into action was prepared as the City’s STWP. A full and detailed listing of this short-term
work program is provided following this summary. Based on the Plan, the following completed projects include:
y
Developed information packets for industrial recruitment efforts.
y
Created incentives to support downtown development.
y
Participated in Statewide red carpet industrial tour.
y
Conducted a community-wide manufacturing survey.
y
Adopted measures that comply with the Georgia Department of Natural Resources for protecting wetlands, water supply watershed, and groundwater recharge areas.
y
Adopted a Solid Waste Management Plan.
y
Completion of the GA 113 connector 4-lane highway from US 41 to I-75.
y
Reconfigured the intersection of SR 61/113, West Ave., and Etowah Dr. to improve East-West traffic flow.
y
Reconfigured the intersection of Old Mill Rd. and Etowah Dr. to improve traffic
flow in this area adjacent to Cartersville Elementary School. In addition, curb
and gutter and sidewalk improvements have been added to Old Mill Rd.
y
Developed additional recreation areas and facilities.
y
Completed a new middle school.
y
Expanded the natural gas system.
y
Expanded the Wastewater Treatment Plant.
y
Placed the E-911 system online.
y
Revised the City zoning ordinance.
y
Updated building inspection program to comply with State Minimum Standard
Codes.
In addition, based on the Plan, the City continually collects background information on such factors as population, economic development, natural and historic
resources, community facilities, housing and land use. City officials assess these
factors to determine their adequacy in light of projected population increases and
anticipated development patterns.

Community Assessment - City of Cartersville

Transcription

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